PWS - HELU TRANSIENT HOUSING - 21 Jan 2026.pdf

Air Force (AF) Privatization Management Programs (PMP) for the Air Force Housing, Enhanced Use Lease, Lodging, and Utilities (HELU) Privatization

INDEFINITE DELIVERY/INDEFINITE QUANTITY

(ID/IQ)

PERFORMANCE WORK STATEMENT

FOR

AF TRANSIENT HOUSING PRIVATIZATION INITIATIVE

Date: 21 January 2026

Table of Contents

Section

1.0

2.0

3.0

4.0

5.0

6.0

7.0

8.0

9.0

10.0

11.0

12.0

13.0

14.0

Page Number

Scope

Background

Program Support

Project Services

Project and Development Management

Property/Contract Reporting

Service Summary (SS)

General Information

Travel Requirements

Security

Quality Control Plan (QCP)

Manpower Data Reporting

Notification of Requirements

Deliverables

Acronyms

Appendix A: Contractor Data Requirement List

Appendix B: Non-Disclosure Agreement

Appendix C: Customer Feedback Form

PERFORMANCE WORK STATEMENT

AF HOUSING MANAGEMENT

1.0 DESCRIPTION OF SERVICE

1.1 Introduction: This is a non-personal services contract. The Government will neither supervise contractor employees nor control the method by which the contractor performs the required tasks. The contractor shall manage its employees and guard against any actions that are of the nature of personal services or give the perception of personal services. The contractor shall notify the Contracting Officer (CO) immediately if they perceive any actions constitute personal services. These services shall not be used to perform any Inherently Governmental Functions. Payments shall be made in monthly installments for the total cost of the work to be performed for the task order and modifications.

The purpose of this PWS is to outline the detailed requirements of the Task Order (TO) and will contain scope and pricing information for the 12-month period specified on the TO. It is expected that each position must be considered a

Subject Matter Expert (SME) in their field of work for this requirement. A SME shall have the specific technical knowledge, analysis capabilities, and the vast experience to prepare, present, and coordinate knowledge to senior Air

Force leaders, Office of Air Force Civil Engineer Center (AFCEC), Major Commands (MAJCOMS) Project Managers, Base Project Managers and military representatives, federal government agencies and US civilian industry representatives for the tasks required to satisfy Government Housing Guidelines/Mandates, and be familiarized with such guidance. Any changes to the scope must first involve and agreed to by the stakeholders.

1.2 Scope: This Performance Work Statement (PWS) shall provide for long-term cradle to grave management of services in support of the Air Force Civil Engineer Center (AFCEC) and SAF/IEI

Transient Housing Privatization Initiative (THPI) and SAF/IEI programs. This includes asset, acquisition and portfolio management services in support of Transient Housing throughout the

United States on Active-Duty Conus/O-conus, Reserve, and Guard DAF Bases, and possibly future

Outside Continental United States (OCONUS) locations.

1.3 Objective: The purpose of this PWS is to outline the detailed requirements of this Task Order

(TO) and contain scope and pricing information for the 12-month period specified on the TO as well as the period specified by the initiation of the transient housing privatization effort expected to end at the same period as this PWS for the TO. Payments shall be made in monthly installments for the total cost of the work to be performed for the task order and modifications.

1.4 Period of Performance: Period of performance will be 12 months from the date of award.

1.5 Place of Performance: The Contractor shall perform the services in the PWS at the

Contractor’s work site. Alternate duty locations are designated by the CO and based on the task/deliverable required.

2.0 BACKGROUND

2.1 The Contractor shall provide up-to-date knowledge, expertise, technical support, and Transient Housing

Privatization Initiative (THPI) information to meet all regulatory compliance requirements and coordinate with

AFCEC’s points of contact (POCs), project proponents, and housing management staff. The Contractor shall perform support tasks that require knowledge of federal, state, and/or local regulations and statutes, Air Force and

Department of Defense (DoD) regulations and other documentation. The Contractor shall support the AFCEC and SAF/IEI mission by providing specialized expertise and recommendations in specific areas. In addition, the

Secretary of the Air Force approved lodging privatization within the United States, it’s territories and possessions, in order to recapitalize and sustain the DAF Lodging program into the future. The goal is to create unity of effort across the whole of AFIMSC to establish a transient housing privatization execution strategy for

DAF leadership approval. The purpose and end state are that the DAF lodging portfolio in the U.S. transitions to a sustainable, privatized business model that is the preferred lodging accommodation for official travelers while ensuring lodging operations meet DAF mission requirements while generating sufficient capital to sustain and recapitalize the entire U.S. portfolio.

2.2 The Contractor, its subsidiaries, affiliates, or associates shall not release any information regarding the project to technical societies, news media, or the public without obtaining permission from the CO. Personnel performing work under the TO shall possess training, certification(s) and experience commensurate with the work they shall perform and level of responsibility they shall exercise.

2.3 The Contractor shall possess the expertise and capability to use Microsoft Office products and the Automated

Data Processing (ADP) systems utilized by AFCEC and its customers in support of the requirements of this PWS.

2.4 The Contractor shall provide Advisory and Assistance Services (A&AS) and associated deliverables in support of AFCEC/CIL’s missions summarized below. All tasks made pursuant to the contract shall be provided by the Contracting Officer’s Representative (COR) to the Contractor’s designated representative and all deliverables shall, in turn, be provided by the Contractor’s designated representative to the COR for inspection/acceptance. The

Contractor shall provide the following administrative support services to AFCEC/CIL directly supporting 58 bases consisting of 65 THPI Projects as address in sections 3 thru 5 below. The 65 (THPI) Projects consist of 52 single-base projects and 6 Joint Base projects (a total of 58 project locations). (CDRL A001)

3.0 PROGRAM SUPPORT

3.1 The Contractor shall assist the AF in executing all processes, procedures, and activities necessary to ensure the AF maintains the appropriate oversight and control of all AF Transient Housing Programs.

The AF Transient Housing Program’s approach to privatization management envisions tailoring a program to meet the specific needs of each THPI Project. This comprehensive tailored approach focuses on pre-acquisition, project development, operations, and financial health. The Contractor shall provide program support services in the areas shown in 3.2 thru 3.6 below. The Contractor is responsible for identifying additional program support services resulting in a proactive approach in consulting, mitigating project risks and ensuring the success of the AF Transient Housing Program.

3.2 Project Management Support: The Contractor shall provide THPI program and project management services throughout the life cycle of the Air Force Transient Housing program so Air Force members may be afforded access to safe and affordable Transient housing.

The Contractor shall support the specialty field of THPI Portfolio Management by:

• Providing assistance to AF installations, major commands, Air Staff, and private entities on matters pertaining to, and in the implementation and long-term management of THPI projects to include design/construction and project management.

Reviewing project legal transaction documents, designs, construction activities, plans, reports, and studies prepared by or for the Air Force, other agencies or private parties.

Providing written or oral technical review for transaction documents, designs, construction activities, community development, plans, reports, and studies and validity and objectivity of the information, conclusions or recommendations presented.

Supporting project and program goals and objectives, solving problems, and implementing projects and initiatives.

Providing support in the analysis of THPI project transaction documents and providing recommendations regarding execution of Air Force responsibilities under those documents.

Providing analysis of Air Force policy and providing recommendations regarding Air Force privatization long-term management procedures and requirements.

Effectively responds to requests for A&AS involving complex issues and recommends solutions to problems.

Effectively analyzes present and future requirements; recommends courses of action to facilitate successful project operations and maintenance resulting in healthy and viable privatized housing projects.

Providing insight and advice based on activities, priorities, and perceptions of governmental bodies, businesses, and individuals at diverse federal levels as well as private sector entities.

Responsibly reporting on the feasibility of emerging processes, systems, and components related to oversight and management of THPI projects.

Reviewing completed work for compliance with overall functional requirements and adherence to appropriate legal documents and policies; provide proper coordination with installation and command, federal, and private organizations.

Arranging meetings to discuss concerns and questions and the need for further technical review, etc.

Staffs the evaluation of proposals, and/or studies and reports as needed through the Air Force.

Responding to requests for advice and assistance from Air Staff, MAJCOMs, installations, and private entities involving complex privatized portfolio management issues and develops solutions to problems.

Reviewing policies and guidance for the effective and consistent accomplishment of privatized

Transient housing activities for assigned program segments throughout the AF.

Reviewing and participating in the development of new initiatives and ongoing programs that improve the management and operations of privatized housing.

Collaborating with professional staff of the Air Force, DOD, consultants, and private entities, and assisting in the development of strategies to integrate lessons learned into subsequent Transient housing privatization projects to improve overall long-term management and oversight functions for the Air Force.

Providing accurate, comprehensive, and authoritative guidance, advice and assistance.

• Expressing an expert level position on portfolio management decisions directly related to on-going activities of Transient housing privatization projects.

Evaluating the effectiveness of the assigned segments of the THPI projects in meeting legal requirements and the needs of members assigned to privatized housing.

Assisting with staff visits to installations housing privatization projects to review administrative, management, design/construction and operation of privatized housing facilities to ensure compliance by the AF and private sector entities with negotiated project transactions.

Developing recommendations to improve the efficiency of privatized housing management and utilization procedures.

Arranging, managing, and chairing meetings and providing liaison support to installation- level officials, higher headquarters and staff agencies as well as other federal and military service officials, and private sector individuals.

Preparing and delivering oral presentations such as briefings, training sessions, consultations, and strategy sessions with installations, MAJCOMs, Air Staff, other services, DOD, and private entities to secure cooperation, resolve controversial matters, and convey information relative to proposed changes in assigned programs.

Developing presentations on program status, accomplishments, problems, requirements for support, and promotion of program objectives with installation-level senior management, major commands, Air Staff, other military services, DOD, and private sector entities of military privatization real estate transactions.

Providing housing privatization and strategic communications expertise, focused on supporting IE’s engagements, providing written products to IE, SECAF, PSMs and other higher levels, as well as engage with CODELs.

Project Management Support are estimated at 16,640 hours during the TO period of performance to provide support within SAF and CIL. (CDRL A001, A003 A005, A006)

3.3 Meetings/ Workshops/Training: The Contractor shall participate and facilitate project meetings to support efforts for all AF Base locations coordinating the date and time with AFCEC. The Contractor shall facilitate on-site and teleconference briefings and is required to record all meeting minutes. The function of supporting meetings, workshops, and training events are standard for all roles employed under this contract;

support will be on an as-needed basis and schedules shall remain flexible to meet mission objectives.

Examples of standard meetings are detailed below.

3.4 Transient Housing Privatization: The primary responsibility of the Contractor shall be to support the project elements outlined below. In general terms, this support shall include financial, legal, and real estate support, as well as quality assurance/quality control. Additionally, the Contractor may be tasked to provide litigation support and assist the Government with post-transaction closing support. Specifically, the

Contractor shall be tasked to (1) review and assist in completing Statements of Need (SONs)/Request For

Proposals (RFPs) addressing the requirements to revitalize transient housing; and (2) investigate the feasibility of authorities for public/private partnerships as they become available to the DAF for leveraging underutilized DAF properties, i.e. exploring the marketability, interest, and potential for the development of

Government properties, including, but not limited to, transient and/or permanent unaccompanied housing, and transient family living facilities.

3.5 THPI Program Management Support: The contractor shall provide program management and administrative support to the DAF planned transient housing privatization programs.

3.5.1 Team Composition: The Contractor shall assemble a team of experts with knowledge and experience in large-scale real estate development and finance to provide support to the Headquarters, DAF, and bases that have, or are planned to have privatized transient housing. (THPI #1) Experience with privatized housing under the

Military Housing Privatization Initiative (MHPI) authorities, particularly privatized transient housing should be an important area of knowledge and expertise of the Contractor’s assembled team. The contractor shall provide assistance in the following areas:

3.5.1.2 Recommend transient housing privatization concepts, strategies, opportunities, business practices, planning, scheduling, and management processes.

3.5.1.3 Recommend solutions to policy issues and draft policy and procedural guidance.

3.5.1.4 Create and maintain databases and other information resources as references for benchmarking, future decision making, capturing, and institutionalizing lessons learned. (THPI #2) Recommend strategies and information that responds to a variety of stakeholder issues throughout all phases of program, project development, and implementation.

3.5.1.5 Develop and/or modify models to estimate project costs, identify development scope, calculate government investment requirements, and evaluate financing alternatives for new projects or for projects with significant changes in requirements.

3.5.1.6 Assist in preparation of written or oral responses to inquiries, concerns, and requests for information from audit agencies, DAF leaders, Office of the Secretary of Defense (OSD), Office of

Management and Budget (OMB), Congress, and private industry.

3.5.1.7 Assist in preparation of briefings, information papers, and analyses with supporting documentation with little or no advance notice.

3.5.1.8 Coordinate and manage field teams assigned to bases conducting feasibility assessment (due diligence) work and other tasks.

3.5.1.9 Participate in and prepare/organize meetings, meeting minutes, conferences, training, and industry forums.

3.5.1.10 Advise, train, and assist the source selection teams in evaluating corporate credentials, capabilities, and concepts in order to select the best qualified partners for the project.

3.6 Feasibility Assessments: The Contractor shall conduct brief feasibility summaries (due diligence) at selected bases where transient housing privatization is under consideration. (CDRL A030, THPI #3) The

Contractor shall perform some or all of the following tasks for each privatization project and/or grouping:

3.6.1 Develop a financial pro forma to assist the DAF in determining the feasibility of incorporating a base as part of the transient housing privatization project and/or grouping. The pro forma will integrate development and operations assumptions; research current cost of construction and services; develop required scope of work to eliminate inadequate transient housing, and to construct, repair, and maintain transient housing, as well as address deficit/surplus transient housing and calculate probable revenue stream. (CDRL A031, THPI #4)

3.6.2 Prepare an Executive Summary-level report regarding each bases’ current inventory, demand characteristics, available land for new development, recommended end-state, building by building scope for retained facilities, estimated costs for new construction and necessary renovations, gross and net revenue projections, and issues particular to that base that merit consideration by DAF and Offerors when determining the best means of implementing transient housing privatization at each base.

(CDRL A031, THPI #4)

3.6.3 Design and populate a virtual data room containing documents specific to the applicable base, transient housing operations, relevant DAF regulations/guidance and other items necessary to provide a reference library for government and contract staff, and prospective respondents to the solicitation.

(THPI #2)

3.6.4 Lease and Key Legal Agreements: Applying transient housing and MHPI lessons learned, the Contractor shall provide support to define and negotiate lease provisions, the base-specific and overall project development plans and timelines, all necessary lease exhibits, and key legal agreements and requirements including, but not limited to the real estate documentation, environmental documentation, State Historic Preservation Office programmatic agreements, construction contracts for major work, independent construction consultant contract, loan and lockbox agreements, and the transient housing management agreement. (CDRL A032, THPI #5)

The Contractor must have at least one member of the team who is an experienced negotiator of similar major real estate business agreements. The contractor’s team members shall provide support in the following tasks: Organize and facilitate informal training with DAF staff to develop a vision of the project and train base staff in partnering concepts to encourage convergence of interests between the base and development partner.

3.6.5 Assist in the preparation, negotiation, review, and evaluation of all components of the

Awardee’s development scope and schedule. Ensure the plan accomplishes the DAF’s objectives, such as eliminate inadequate transient housing and meet demolition and/or new construction targets.

Ensure developer proposals and fees are reasonable and consistent with industry standards. Examine opportunities to improve value to the DAF. The work may involve tasks such as review, analyze, and recommend footprint definition; new construction, renovation requirements, and scheduling for the life of the project; ancillary facilities and infrastructure requirements, development of budget, quality control/assurance program for construction/renovation, historic property, environmental, health and safety components, risk assessment, and insurance coverage during development. The Contractor will provide lessons learned from privatized transient housing and other MHPI-like deals. (CDRL A031, THPI #4)

3.6.6 Assist in the negotiation, analyses, recommendations, preparation, review, and evaluation of the financial plan. Ensure that lender fees and interest rates are competitive with current market conditions. Recommend or evaluate innovative finance plans. Assist in developing and implementing procedures to ensure debt competition. Assist in preparation and analysis of project financial pro forma with supporting documentation to include financial assumptions regarding debt, equity, use of government authorities and reserve requirements, operations budget, initial and out-year development costs, startup costs, reimbursable expenses during transition, cash flow summary for the term of the project, debt competition, term sheet and draft loan documents, design and analysis of lockbox agreements including the priority of cash flows, and escrow agreements. The Contractor will provide lessons learned from privatized transient housing and other MHPI-like deals. (CDRL A031, THPI

#4)

3.6.7 Assist in the negotiation, analyses, recommendations, preparation, review, and evaluation of a legal and governance plan. Assist in the design and review of project legal structure, government participation, exit strategies, tax (income, transfer, and property) implications, equity return provisions, operating agreements, major decisions process, missions, roles and responsibilities for financial reporting, budget formulation and approval, funds control strategy, interim investment of reserve funds, delineation of fiduciary obligations, project fee structure and equity returns including consistent with industry standards, performance measurement criteria, evaluation process, and incentives. As appropriate, the Contractor will provide lessons learned from privatized transient housing and other

MHPI-like deals. (CDRL A032, THPI #5)

3.6.8 Assist in the negotiation, analyses, recommendations, preparation, review, and evaluation of the transient housing management agreement. Ensure that costs and fees are reasonable and consistent with industry standards. Ensure the plan effectively addresses operations budget and insurance programs, impact on local community stakeholders, maintenance and repair standards, budgets, services to guests, guest policies and procedures, guest feedback, issues related to small business utilization, safety, quality control/assurance, disaster recovery, and hazardous materials management.

(CDRL A032, THPI #5)

3.6.9 Support development of a transition plan that reflects the roles and responsibilities of the DAF and the partner Awardee during transition to include staffing requirements, duties, reimbursable expenses and timelines.

3.6.10 Support preparation and presentation of briefings to explain and defend the project to DAF staff and leadership, OSD, OMB, and Congress. Recommend responses to questions and requests for information from reviewers. (CDRL A031, THPI #4)

3.6.11 Prepare a life cycle cost analysis for each transient housing project or grouping to compare the total cost of the privatization project to a comparable scope of work finances with traditional military construction appropriations. (CDRL A031, THPI #4) Prepare the Scoring Report required by the

OMB with supporting documentation. The Scoring Report describes the project scope, financing, and estimates the budget scoring required based on government equity contribution and credit subsidy, where applicable. (CDRL A031, THPI #4)

3.6.12 Prepare a Brief Variance and Close-Out Executive Summary to identify variance in rates, fees, scope, and other factors between the original response to the Request for Proposals and the final plan.

Highlight variances and quantifying impacts on the DAF and the project. Identify causes of variance, mitigation measures that can offset negative impacts and identify lessons learned for application to future projects. (CDRL A031, THPI #4)

3.6.13 Attend closing and pre-closing meetings, as required by the DAF. Provide review and analysis of final business agreement, ground lease, and other closing documents and identify discrepancies or inconsistencies.

3.7 Portfolio and Asset Management: The Contractor shall assist with design and implementation of portfolio and asset management tools and methodology to monitor performance and condition of the portfolio of privatized transient housing. The Contractor shall bring best business practices of the private sector to assist with portfolio and asset management. The Contractor shall recommend performance metrics and standards, as well as measurement and evaluation techniques to ensure the DAF has accurate and relevant information with which to make decisions regarding management of the portfolio. Contractor shall evaluate compliance with agreed-to business terms and conditions and assess if projects remain financially stable and credit-worthy. The portfolio and asset management workload will increase as additional bases are added to the inventory. The portfolio and asset management work may include the following tasks: (CDRL

A031, THPI #2, #4)

3.7.1 Train government portfolio, asset management personnel, and private sector partner personnel in purpose and application of portfolio and asset management concepts, tools, and procedures.

3.7.2 Recommend updates or revisions to the portfolio and asset management guidelines, policies, and procedures.

3.7.3 Establish a document management and reporting process.

3.7.4 Compile and analyze monthly and quarterly financial information. Compare data points standards and assess the financial health and credit worthiness of each project.

3.7.5 Review ground lease compliance inspection reports and incorporate findings into development and operational improvement recommendations on an on-going basis.

3.7.6 Evaluate income and expense data, trends in revenue and costs, construction and renovation progress, occupancy, and other significant performance data, and prepare reports required by DAF, OSD, OMB and Congress. Reports must be in accordance with the Federal Credit Reform Act of

1990, OMB Circular A-129, DoD FMR 7000.14-R (Vol 12, Chapter 4, Credit Management), and

OSD’s quarterly and annual reporting requirements.

3.7.7 Develop a quarterly portfolio report, bi-annual guest satisfaction report, and brief for senior executives. Provide status of development scope and schedule, occupancy, income and expenses, work orders, debt coverage, and other key measures for each project. Analyze credit worthiness, trends, variance from plans, and highlight successes, areas of concern, and recommendations.

3.7.8 Prepare analyses and recommendations for unanticipated changes, such as refinancing, restructuring, change of ownership, etc. Participate in all aspects of the restructure/refinance process, assist with negotiations, evaluate proposals, review legal documents, financing terms and conditions, and make recommendations. Identify market, economic, and demographic changes, evaluate potential consequences for projects, and recommend response strategies.

(CDRL A001, A003 A005, A006)

4.0 PROJECT SERVICES

4.1 Lockbox Account/Trust Administration Tool/Review: The Contractor shall conduct ongoing oversight of each project’s Lockbox account and submit a quarterly financial report, placing significant emphasis on project cash flows to ensure they are distributed in accordance with both the approved project budgets for the current period and the flow of funds documented in the transaction documents.

The Contractor shall make recommendations for improvement of this process when identified during the review. An average of 31 reviews, for a total of 124, was used to determine the level of effort required during the identified period of performance. (CDRL A020).

4.2 Compliance/Risk Assessment: The goal of Compliance Testing involves identifying areas of noncompliance with the transaction documents and action plans and bringing these shortcomings to the attention of the AF. The Contractor shall perform quarterly compliance testing for the privatization projects. By assessing compliance with the underlying project documents, for example: ground lease, operating agreement, third-party loan documents, and the Government loan/guarantee documents, it is possible to identify areas requiring additional attention and focus. The Contractor shall generate a quarterly report summarizing the areas of noncompliance, resulting possible outcomes, trends toward non-compliance, impacted related items, and the Contractor shall generate a list of recommended AF actions based upon these summaries. The Contractor shall maintain frequent communication with AF personnel as necessary to ensure the completion of the compliance checklist. The Compliance/Risk

Assessment deliverables include seventy-two (72) single base project reports, fifty-two (52) grouped base project reports and 4 portfolio reports. (CDRL A007, A016)

4.3 Annual Budget Review: The Contractor shall assist the AF in the review of THPI project owner budgets for Transient Housing Privatization projects. This review shall include an analysis of the installation/project site-level forecast to determine the impact the proposed budget has on the project.

The Contractor shall prepare a report that includes detailed comments on the proposed budget for each project. The Annual Budget Review deliverables include eighteen (52) single base project reports and thirteen (6) grouped base project reports. (CDRL A001, A003 A005, A006), A017

4.4 Project Summary Reports: The Contractor shall perform Accounting and Financial Analysis and

Reporting on a quarterly basis for each Housing Privatization project. The Contractor shall document steps taken over the past quarter to improve performance, the results of performance improvement initiatives, and opportunities for performance improvement to be addressed in the next quarter. The

Contractor shall determine if the approved budget was adhered to throughout the reporting period as well as identify current problems, adverse trends, recommended corrective actions, impacts to budget, schedule, future performance, program risk and any other trend or variance issues that may impact the projects. The quarterly report at the project level shall include a thorough and detailed analysis to be used for evaluation of project processes and activities. The Contractor shall recommend changes, as appropriate, to streamline project activities. (CDRL A001, A019). The Contractor shall:

• Collect, report, and evaluate quarterly financial reports submitted by both the privatization development partner and lender, including construction and operations data

Summarize individual installation, project and portfolio-level key financial highlights, leasing/ occupancy statistics, referral/waiting list data, trend analysis, operations data, etc. as appropriate

Provide debt coverage ratio reporting

Review the capital and operations forecasting analysis for current and future years

Review budget variance analysis and corrective action alternatives, including future impact studies

Review Transit housing referral summary reports

Review annual inspection reports

Review the annual operations, escrow and reserve accounts and construction budgets

Analyze future capital expenditures for cost/benefit and make recommendations for improvement

• Analyze future reinvestment expenditures and needs for cost/benefit and make recommendations for improvement

Review of the independent certified public accountants audit reports and accompanying financial statements

Monitor tax and insurance payments for accuracy

Monitor loan performance

Review guaranteed borrower’s current financial statements

Review development schedules and status

Analyze overall project health and viability

Benchmark the AF portfolio against private industry

4.4.1 The Contractor shall determine if the approved budget was adhered to throughout the reporting period as well as identify current problems, adverse trends, recommended corrective actions, impacts to budget, schedule, future performance, program risk and any other trend or variance issues that may impact the projects.

4.4.2 The quarterly report at the project level shall include a thorough and detailed analysis to be used for evaluation of project processes and activities. The Contractor shall recommend changes, as appropriate, to streamline project activities. If necessary, the Contractor shall develop performance metrics for each of the above-referenced reporting functions.

4.4.3 The Quarterly reports include eighteen (52) single base project reports and thirteen (6) grouped base project reports (total of 58 project locations) and three (3) Portfolio summary Reports that provide an executive level summary and strategic analysis to AF Transit Housing Leadership. Quarterly reports will aggregate the project and base level information up to an Annual Portfolio level summary (PWS Section

4.9). (CDRL A001, A003 A005, A006)

4.5 Reforecast Analysis: The Contractor shall conduct an analysis review of each THPI project’s

Reinvestment Account, Quality of Life Account, and all similar out-year investment accounts. The

Contractor’s analysis will benchmark actual performance against pro forma estimates, transaction out-year renovation plans, and actual project requirements, assess/forecast long-term financial viability of the project and will provide recommendations to the AF for action based upon this analysis. The

Annual Reforecast Analysis reports deliverables include eighteen (52) single base project reports and thirteen (6) grouped base project reports (total of 58 project locations). The Contractor shall also provide a single Portfolio executive summary highlighting information that will assist AF Leadership with overall MHPI Portfolio planning and management. (CDRL A022)

4.6 Insurance Compliance Review/Report/Summary: The Contractor shall prepare an annual

Insurance Compliance report providing the results obtained from performing the following functions:

• Review the insurance policies in place for the project to determine whether the developer has the types and amounts of insurance required by the transaction and loan documents and the Government is appropriately named as loss payee and/or additional insured

Compare the latest insurance coverage trends in the private sector to the coverage in place for the AF’s MHPI Projects. The result of this comparison could include recommendations for additional coverage or changes to existing contractual terms to maintain viable insurance coverage.

Though insurance compliance will be performed on an annual basis for each project, key policy expirations and events shall be monitored and addressed throughout the year as part of compliance testing services.

The Insurance Compliance report(s) will summarize each of the key insurance policies in place for each of the projects, including the significant terms, as well as a recommendation on potential policy changes for existing and/or future projects. The Insurance Compliance Review deliverables include single base project reports and group base project reports. The Annual Insurance Review reports deliverables include eighteen (52) single base project reports and thirteen (6) grouped base project reports. (CDRL A023)

4.7 OSD MHPI Congressional Reporting: The Contractor shall draft AF’s submittal of the OSD

MHPI Report to Congress. The Contractor’s draft shall include the Project-level Fact Sheets, Executive Summary Report, 2884(c), and associated Templates per OSD’s most recent published guidance. The Contractor shall coordinate issues/responses from appropriate AF organizations and provide resolution recommendations. The Contractor shall revise the report submittal documents, as necessary and as requested by the AF, to ensure complete reports are submitted. The annual report is a summary of all 31 MHPI projects that shall be provided utilizing the specified format and information technology platform requested. (CDRL A001, A024, A025, A026)

4.8 Annual Portfolio Report: The Contractor shall roll up the information gathered within the quarterly financial reports (PWS Section 4.4) into the Annual Portfolio Report, including a consolidated review of the project owner’s quarterly reports. The consolidated Annual State of the Portfolio Report shall include analysis from other reports including quarterly income statements, analysis of all project compliance, insurance and lockbox issues or trends, and significant findings from annual site assessments and other analysis. The annual report will also include local market information such as housing market trends, school districts and crime levels which could affect the project.

4.9 Technology Maintenance: The Contractor shall provide maintenance input to Lodging AFPACES, a data repository that is utilized by the AF to manage the Lodging Portfolio. Management of the extranet portal includes all information on Projects, management of all the data owned by the AF and the formulas to generate reports. Provide all components necessary to conduct Lodging Portfolio

Management support such as project information. Identify, document and disseminate Lessons Learned to AF THPI customers. Site Modules include THPI project sites, financial database, Centralized Design and Construction Oversight Program (CDCOP), Major Command (MAJCOM), Topic, Training, and other program support. (CDRL A001)

4.10 Document Management Services: The Contractor shall be responsible for managing the document management repository to store and maintain electronic files of all project documents and allow electronic sharing of documents among stakeholders. The goal of document management is to provide a coordinated central location for the electronic storage of significant documents prepared in conjunction with the Portfolio Management process and meet the following objectives:

Eliminate barriers associated with obtaining project information.

Provide ability for stakeholder independence and self-service.

Promote better communication and awareness.

Leverage the experience of AF personnel across the portfolio.

Employ a standard methodology for collecting, tracking, and analyzing Privatized Project Owner/Lender financial data.

Substantially enhance the speed and accuracy of analysis and benchmarking functions.

The Contractor shall maintain and continuously develop the Document Management repository. The

Contractor’s Document Management function shall also keep a record of performance improvement initiatives and “Best Practices” for use throughout the AF. The Contractor shall update the Document

Management repository frequently to reflect the most current information. Information housed in the repository falls into the following categories:

• Document Management (Project Sites): Each project has a home page that contains a document library to store all necessary files such as final legal documents, construction reports and project documents. All project stakeholders have access to this document library to view and upload files.

Topic Sites: There are dedicated sites for specific privatization topics.

Lessons Learned Tracking: The repository contains Lessons Learned data allowing individual stakeholders to submit or download lessons on a variety of topics as submitted by a variety of AF stakeholders.

Privatized Project Financial Tracking: Each project has a standardized format which stores data on construction progress and operational and financial performance. Data can easily be aggregated at the portfolio level. Users can create automated reports which increase efficiency and provide greater standardization of reporting.

Stakeholder Sites: Stakeholders have one centralized location for all training, tools and resources needed to ensure consistent oversight of the projects, consistent messaging and sharing of program updates and improvements. The MAJCOMs, Program Managers, AFCEC, and Resident Construction Managers (RCM) have specialized stakeholder sites.

The Government shall own all data and reports as described in this PWS. The Contractor shall provide all reports and data to the Government in an open, non-proprietary format. If a proprietary component is required to achieve maximum functionality in reports and data, all source code necessary for the data repository will become the property of the Government unless otherwise agreed. This includes formulas and details on report creation provided by document management repository service for individual projects. The Contractor shall be required to transition the Document Management repository data and all its reports to a follow-on Contractor as necessary at the completion of this contract and ownership of all reports within the repository, will remain with the government. AFCEC will provide direction on access criteria and the Contractor will be responsible for strict control and monitoring. Various levels of access can be provided.

For example, an AFCEC PM has access to the entire site, whereas a Capital Asset Manager at an installation has access only to their project team site. In addition to the HP Branch, users include staff from the installation, MAJCOM, Air Staff, SAF, and other housing privatization stakeholders. HP residents do not have access to the repository. The repository must meet established document security standards as outlined in Para 10.0, Security, of this PWS and have documented Management and Operational policies and standards in place that meet the standards. The government may request source documents and revised formats for any report or briefing generated. The document management services are estimated quarterly comprising of eighteen (18) single base projects and thirteen (13) grouped base project reports. (CDRL

B005)

4.11 Project On-Site Assessments: The Contractor shall review and assess the performance of the leasing and maintenance operations as well as the condition of the homes and the common areas using the site visit checklist. These reviews shall include financial, operational, and technical aspects with site visits performed annually and project audits performed on an exception basis, as identified by the government, triggered by poor project performance. Site visits and project audits shall be documented in a report summarizing the findings and the score based on the site visit checklist. Travel costs will be estimated and provided to the COR for concurrence and approval to travel NLT 30 days prior to the proposed trip, if the trip has been identified to the Contractor at a minimum of 35 days prior to the proposed trip. Urgent travel not anticipated will be addressed individually on a case-by-case basis. AF expects to conduct Project On-Site Assessments annually for a minimum of all 67 THPI project locations. (CDRL A027, B001, B003)

4.12 Associate Contractor Agreements (ACAs): RESERVED

4.13 Post-Transaction Closing Support: the contractor may be asked to assist the DAF with post-transaction closing support. The requirement and cost for this effort, if required by the DAF, will be separately negotiated by Task Order after successful closing of a real estate or EUL transaction. The DAF anticipates this effort may include, but is not limited to, the following activities, as required:

4.14 Partnering Sessions and Workshops. The Contractor shall arrange and conduct partnering meetings and workshops with participation from the Government and the ASO. The Contractor may be tasked to transcribe and distribute meeting minutes. The Government anticipates these meetings to occur at the project Base.

4.14.1 The Contractor shall provide support to the installation during the transition period, if required.

5.0 PROJECT AND DEVELOPMENT MANAGEMENT

5.1 Project and Development Management Reviews: Review construction surveillance, development reports and inspection results to help ensure the AF is receiving the project scope and quality anticipated at closing. The Contractor shall provide special monitoring, oversight or other reviews and site assessments as requested by the AF. These may include activities such as construction/development management studies, review of design exception notices, analysis of construction estimates and costs, environmental studies, reviews or analysis or other activities requiring construction management or engineering expertise. The

Contractor shall ensure the final environmental documents (Environmental Assessment/Environmental

Baseline Survey) are in effect. The Contractor shall assist the AF in the resolution of construction/development matters as a result of post-closing environmental issues. The Contractor shall provide assessments of project owner/developer compliance with transaction requirements regarding

ENERGY STAR®. The Contractor may be asked to provide assessments regarding U.S. Green Building

Council's (USGBC) Leadership in Energy and Environmental Design (LEED) Green Building Rating System TM. An estimate of five reviews will be required during the identified period of performance. (CDRL A028, B003)

The Contractor shall conduct CR&R Visits to confirm 5.2 Capital Repair and Replacement (CR&R) Visits:

whether adequate funding is allocated to support the capital repairs and improvements necessary to maintain the privatized housing units over the near and long- term. The review will consist of ensuring the plan has all project CR&R costs adequately represented, Life Cycles are reasonable & consistent with industry standards, and project owner is complying with this requirement as part of annual budget reviews. CR&R Visits are to be conducted at select locations to assess plans, evaluate infrastructure and representative sampling of facilities.

The Contractor will develop a report of the visit, identify areas of concern, and recommend solutions to potential short and long-term risks in order to reach an agreement with the project owner on CR&R requirements. Travel costs will be captured separately within the final contract TO. (CDRL A029)

5.3 Direct Loan Closing/Project Refinancing/Project Restructuring Support: The Contractor shall provide the necessary reviews, analysis, and recommendations to support AF decisions supporting actions at a privatized project location regarding Government Direct Loan funding, differential lease payments, project refinancing and/or project restructuring. This may include legal, arbitration, financial, negotiations, briefings, development analysis or other support. The Contractor shall conduct an economic analysis on project owner and system owner proposals and develop a cost summary on all the components of the proposal to include recommendations. The economic analysis should balance conservative cost estimates for developing, operating and maintaining the project and still maximize the development scope and identify the most appropriate actions to correct component deficiencies as well as a healthy out-year reinvestment plan. The Contractor will also be responsible for fully reviewing proposals and looking into Federal and Local requirements that could have an impact during the life of the project. Because this is largely a restructuring of existing projects, the Contractor will be part of a uniquely qualified team that has a thorough understanding of the installation, the condition of the housing, and utility systems the local economy and the operating and development costs associated with both. This experience reduces risk to the AF and the installation. Restructuring of a project requires various partnering sessions with all stakeholders, developing and reviewing proposals, revising transaction documents, and integration of the modified items into the compliance program. Eleven restructures have been utilized as the level of effort required during the performance of this TO. The level of effort required to perform the restructures is captured within the hours needed for portfolio advisor support during the identified period of performance.

6.0 PROPERTY/CONTRACT REPORTING

6.1 Government Furnished Property: At the request of the Contractor AFCEC shall provide up to a total of four (4) workstations for on-site Contractor personnel to be used in the performance of this contract at the Government workplace located at Joint Base San Antonio, Texas if necessary.

6.2 Contractor’s Progress, Status, and Management Report (CPSMR): Prepare and submit a CPSMR. The

CPSMR shall be used to review and evaluate the overall progress of the project, along with any existing or potential problem areas. The CPSMR shall include a summary of the events that occurred during the reporting period, discussion of performance, identification of problems, proposed solutions, corrective actions taken, and outstanding issues. The level of effort required to support travel billing and detailed

Labor category reporting by individual requires 80 hours of admin support per month. (B006)

7.0 SERVICES SUMMARY

7.1 The following services summary reflects the objectives and thresholds used to track Contractor performance for TOs awarded against the basic contract. The Multi-Functional Team in accordance with the Quality Assurance Surveillance Plan may evaluate all or part of the following elements.

Specific performance objectives will be identified in the QASP.

E: Excellent, VG: Very Good, S: Satisfactory, M: Marginal, U: Unsatisfactory

PWS PARA Element Evaluated Performance Objective Performance Threshold Surveillance Method

PO1

3.1-5.3

Contractor being in place at start of Task Order and throughout execution of contract

Service in place by required start date

E: 100% Service in place as of negotiated start date.

Periodic Inspection

Customer Feedback

VG: 95% Service in place as of negotiated…