Performance Work Statements for the PMP - Revision.pdf

AIR FORCE (AF) HOUSING, ENHANCED USE LEASE,

AND UTILITIES (HEU)PRIVATIZATION MANAGEMENT

INDEFINITE DELIVERY/INDEFINITE QUANTITY (ID/IQ)

PERFORMANCE WORK STATEMENT

FOR

AF HOUSING PRIVATIZATION

Date: 17 July 2025

Attachment 1

Table of Contents

Section Page Number

1.0 Description of Services

2.0 Specific Task

3.0 Program Support

4.0 Project Services

5.0 Project and Development Management

6.0 Property/Contract Reporting

7.0 Service Summary (SS)

8.0 General Information

9.0 Travel Requirements

10.0 Security

11.0 Quality Control Plan (QCP)

12.0 Manpower Data Reporting

13.0 Notification of Requirements

14.0 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 SERVICES

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 Background: The DAF has a requirement to oversee the military housing privatization initiative to ensure its military members and their families have adequate, safe, reliable housing. The privatization of housing was established due to the belief that private project owners can be more efficient than the government in managing housing projects and consequently allow the DAF to focus more on its mission to Fly, Fight, and Win in Air, Space, and Cyberspace. The DAF lacks the specialized skills and personnel required to ensure the goals of housing privatization are met.

Contractual support is needed to ensure compliance with mandates to monitor, inspect, evaluate, and plan future privatization projects/efforts.

1.3 Scope: The contractor shall provide for long-term cradle to grave management of services in support of the DAF Housing programs. This includes asset, acquisition and portfolio management services in support of Housing throughout the United States.

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 designated

AF housing installations as stated in the Task Order. Alternate duty locations are designated by the

CO and based on the task/deliverable required.

2.0 SPECIFIC TASK

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

Privatization Initiative (MHPI) 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 Air Force Civil Engineer Center/Housing Division (AFCEC/CIM)’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 MHPI Projects as address in sections

3 thru 5 below. (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 Housing Programs. The

AF Housing Program’s approach to privatization management envisions tailoring a program to meet the specific needs of each MHPI 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 Housing Program.

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

The Contractor shall support the specialty field of MHPI 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 MHPI 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 MHPI 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 MHPI 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 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 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 housing privatization projects.

• Evaluating the effectiveness of the assigned segments of the MHPI 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 Installations, Environment, and Energy (IE), SECAF, PSMs and other higher levels, as well as engage with CODELs.

• Project Management Support are estimated at 32,500 hours during the TO period of performance to provide support within SAF and Housing Division Privatization (CIMP).

(CDRL A001, A005)

3.3 Portfolio Advisor (PA) Support: The Contractor shall provide Portfolio Advisor support through meetings and MHPI Portfolio interaction to mitigate risk to the MHPI projects. They will also support the AF with persistent issues that cannot be resolved between stakeholders at the installation level and to support the day-to-day requirements of the projects in addition to the reports and analysis described in other line items of this PWS. Examples include: poor occupancy over an extended period of time, poor financial performance that puts the AF’s short and long term development goals at risk, and a record of poor customer service and tenant satisfaction. The Contractor shall provide Integrated Project Team

(IPT) support and deliverables that include meeting notes and action plans that identify requirements, due dates, and personnel responsible for implementing the action. PA Support is required regularly until the issues are resolved, often on a daily basis, and are generally structured to:

• Assist in the definition of standard rules of engagement.

• Define the problem.

• Develop metrics to determine whether IPT efforts are successful.

• Develop an action plan to achieve success to include material to explain processes, policy, and procedures for program support required.

• Implement action plans, track progress to goals, and refine actions.

• Perform legal reviews as appropriate utilizing industry and region-specific attorney(s) to review leases (e.g., specialized Energy, Industrial or Environmental attorney).

• Support loan closing, to include legal reviews.

• Review applicable insurance policies and related correspondence between the insurers and

BBC including reservation of rights letters, declination letters and responses.

• Support conferences with the government, MHPI project owners, insurers, brokers and other relevant parties regarding insurance coverage disputes and resolution.

• Review resulting work products and documentation developed and distributed in reference to the conferences and meetings supported.

• Provide Legal opinions and memoranda relating to project issues and disputed claims.

Legal reviews, opinions, and memoranda are for minor and routine actions and some special purpose reviews (e.g., restructure support and interpretations of tax implications). Annual requirement is estimated at 189 hours. More extensive legal support, if necessary, will be addressed with a separate TO.

• Provide positions and defenses recommending actions to resolve identified disputes.

• Identify best commercial/government practices, document, and disseminate upon completion.

• Proactively mitigate risk by defining the problem, recommending alternate solutions and drafting the selected action plan for the governments review and implementation if accepted.

• Develop Guidance, Tools, Manuals and Materials for Seminars/Workshops/Training/

Leadership Meetings as required.

• Provide briefing support required for Program Management Reviews (PMRs), Strategic

Planning Sessions or other Program-Level support as required with AF senior leadership, Office of the Secretary of Defense (OSD), Office of Management and Budget (OMB), or other stakeholders as required.

• Serve as a consultant and provide technical assistance on legal matters to Air Staff, Major

Commands, Installations, and Private Entity Owners on assigned segments of the MHPI portfolio.

• Support Utility Data Surveys within MHPI Projects.

• Prepare and Evaluate Analysis/Reports.

• Provide programmatic support, economic analysis, and financial analysis to the Project

Manager (PM) as it relates to MHPI and other privatized assets.

• Provide occupancy data and trend analysis by project to support monthly reporting.

• Provide recommendations, advice and documentation to the PM regarding planning, development, and process improvements of portfolio programs for other privatized assets.

• Portfolio Advisor (PA) Support are estimated at 23,119 hours during the TO period of performance to provide support within AFCEC/CIM.

(CDRL A001, A003, A004, A005, A006, B002, B003, B004)

3.3.1 MHPI Tenant Satisfaction Survey: The Contractor shall perform mandated Annual AF

Housing Tenant Satisfaction Surveys for MHPI (approximately 54K MHPI tenants); survey development, approval, inventory reconciliation and email validation shall be completed to support tenant response and survey completion assistance requests. The satisfaction surveys will be distributed at the start of the period of performance and conclude 45 calendar days following initial distribution.

The Contractor shall deliver consolidated survey results no later than 75 calendar days from the start of the survey. Results shall include MHPI Portfolio overview, individual project results, and MAJCOM overview. Survey support shall include comprehensive customer service support that individual neighborhood reports with action plans, project setup, coordination and management, consolidated reports, benchmark reports, score spreadsheets, scorecard analysis, consultation service, meeting support, and executive summary reports.

3.3.2 GOV Housing Tenant Satisfaction Survey: The Contractor shall perform mandated Annual AF

Housing Tenant Satisfaction Surveys for GOV Housing (approximately 13K GOV tenants); survey development, approval, inventory reconciliation, and email validation shall be completed to support tenant response and survey completion assistance requests. The satisfaction surveys will be distributed at the start of the period of performance and conclude 45 calendar days following initial distribution.

The Contractor shall deliver consolidated survey results no later than 75 calendar days from the start of the survey. Results shall include: GOV Housing overview, Outside Continental United States/

Continental United States (OCONUS/CONUS), MAJCOM and individual installation reports. Survey support shall include comprehensive customer service support that individual neighborhood reports with action plans, project setup, coordination and management, consolidated reports, benchmark reports, score spreadsheets, scorecard analysis, consultation service, meeting support, and executive summary reports.

3.4 Recommended Improvement Areas (RIA) and Lines of Effort (LOE) Support: For the Contractor this process may include:

• Reviewing the NDAA requirements, Inspector General (IG)’s report, and Congressional testimony to understand the issues and desired outcomes of the NDAA, RIAs, and LOEs.

• Developing strategies for implementing improvements, working with the various stakeholders to effect the changes, monitoring the status, and briefing leadership on the progress of implementation.

• Support the development of an initial action plan including tasks and sub-tasks for each requirement identified in 3.4.

• Working with the AF to refine the tasks and sub-tasks to ensure the steps appropriately address or resolve the issues identified by the IG or Congressional inquiries.

• Reviewing the action plan with the AF and obtaining the AF’s concurrence on the way forward.

• Identifying points of contact and/or AFCEC and/or outside agencies) for each task and sub-task and ensuring requirements are understood and then monitoring their progress to completion.

• Identifying the stakeholders and interested parties for each task and sub-task and the required communication flow and coordination among those parties for the required communication flow and coordination to ensure they resolve each task and sub-task item identified in 3.4.

• Developing a timeline for each task and sub-task with realistic interim and final due dates

• Providing regular status updates to the AF, which may include Microsoft Project monitoring and reports. Depending on the tasks and sub-tasks, reports may include weekly tracking and status updates for Secretary of the Air Force (SecAF), AFMC/CC, SAF/IEI, AFCEC/CIM, and other stakeholders as requested.

• Developing training materials as necessary to implement the agreed upon tasks and sub- tasks.

This could include training for AFCEC PMs, Housing Management Office personnel, Project

Owners’ personnel, and others as necessary per the requirements of the tasks

• Training affected personnel as necessary to complete tasks and sub-tasks and/or implement agreed upon programmatic changes.

• Prepare program information to stakeholders regarding initiatives, policies and findings.

Examples include fact sheets, brochures, topical white papers, Bullet Background Papers, and

Project Executive Summaries

• RIA/LOE Support hours are estimated to be captured within the awarded PA support hours during the TO period of performance. (CDRL A004, A006, B001, B002, B003, B004)

3.5 Call Center Support Services: The Contractor shall operate a 24-hour, 7-days per week Call Center to field calls from Service Members living in privatized housing that are experiencing poor customer service and/or low tenant satisfaction. The Call Center shall be sufficiently staffed to answer calls and elevate each call to the appropriate individual at AFCEC for resolution. A monthly report is required providing the AF with all Call Center activity from the previous month by the fifth day of the current month. The report will detail at a minimum: the number of calls, time of each call, call duration, summary of call, action taken by the Call Center employee, and a narrative about the operations that were completed within the Call Center from the preceding month. An average of 25 calls are anticipated per month. (CDRL B005, B006)

3.6 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.

• The Contractor shall provide Management Review Committee (MRC) and installation MRC (IMRC) briefing support through the development of material to explain processes, policy and procedures for program support. Support includes preparation of MRC/IMRC briefings, all required pre-briefs, incorporation of any revisions requested by AF stakeholders, and presentation of the briefing, if requested by the AF. The level of effort required to perform these meetings is captured within the hours needed for portfolio advisor support during the identified period of performance.

• The Contractor shall provide monthly Housing Group/Board/Council briefing support through the development of material to explain processes, policy and procedures for program support.

Support includes preparation of Housing Group/Board/Council briefing materials, all required pre-briefs, incorporation of any revisions requested by AF stakeholders, and presentation of the briefing, if requested by the AF. An estimate of 1 briefing for each of the 31 MHPI projects per month was used to determine the level of effort required during the identified period of performance.

• The Contractor shall provide Global Housing Symposium (GHS) support through the development of material to explain processes policy and procedures for program support.

The Contractor shall assist in the preparation of the GHS agenda, development of slides and deliver presentations during the GHS. Briefers will attend in person at the San Antonio location to be determine. Contractor should plan on travel the day before and after the GHS timeframe. Presenters will be required to participate in pre-briefs which may be done virtually. During the GHS, the Contractor shall assist with taking notes and collect and summarize any feedback provided during the event.

• The Contractor shall provide support for the OSD Quarterly Programmatic Review through the development and utilization of all material to explain current-state assessments to the subject audience. The Contractor shall aggregate data, develop slides, pre-briefs, and respond to follow-up questions in support of this deliverable.

• The Contractor shall support AFCEC/CIM CONUS Housing twice a year with Project Manager (PM)

Training Sessions, to include all PM’s and up to five portfolio advisors providing support to the

Housing contract, to the AF at a location specified by the AF. Based upon current issues, newness of any

PMs/PAs, items of interest pertinent to particular projects, and funding restraints not all personnel will be required to attend in person and virtual attendance will be allowed. In-person lists will be vetted through the COR.

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 MHPI project owner budgets for 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 (18) single base project reports and thirteen (13) grouped base project reports. (CDRL 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 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 borrowers 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 (18) single base project reports and thirteen (13) grouped base project reports (total of 67 project locations) and three (3) Portfolio summary Reports that provide an executive level summary and strategic analysis to AF Housing Leadership. Quarterly reports will aggregate the project and base level information up to an Annual Portfolio level summary (PWS Section 4.9).

4.5 Reforecast Analysis: The Contractor shall conduct an analysis review of each MHPI 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 (18) single base project reports and thirteen (13) grouped base project reports (total of 67 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 grouped base project reports. The Annual Insurance Review reports deliverables include eighteen (18) single base project reports and thirteen (13) 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 HP AFPACES, a data repository that is utilized by the AF to manage the HP 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 HP Portfolio Management support such as project information. Identify, document and disseminate Lessons Learned to AF MHPI customers.

Site Modules include MHPI 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 all 67 MHPI project locations. (CDRL

A027, 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)

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

(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: 99 % –95% Service in place as of negotiated start date, remainder within 15 days of negotiated start date.

S: 90% – 94% Service in place as of negotiated start date, remainder within 15 days of negotiated start date.

M: 80% – 89% Service in place as of negotiated start date, remainder > 15 days of negotiated start date.

U: < 80% Service in place as of negotiated start date, remainder > 15 days of negotiated start date

PO2 3.1-5.3 Minimal disruptionof projects/programs supported

Service provided with no disruption for duration of

Task Order

E: 100% Service provided with no disruption for duration of Task Order.

Periodic Inspection Customer Feedback

VG: 95 – 99% Service provided with no disruption for duration of Task Order.

S: 90-94% Service provided with no disruption forduration of Task Order.

M: 80 – 89% Service provided with no disruption for duration of Task Order.

U: < 80% Service provided with no disruption for duration of Task Order.

PO3 3.1-5.3 Deliverable Document

Reviews meet mission schedule on time.

Delivered on schedule.

Necessary rework accomplished within 5 days.

E:100%delivered on schedule.

Periodic Inspection Customer Feedback

VG: 95-99% delivered on schedule. Necessary rework accomplished within 3 days.

S: 90-94% delivered on schedule. Necessaryrework accomplished within 5 days

M: 80-89% delivered on schedule. Necessary rework accomplished within 10 days.

U: < 80% delivered on schedule. Necessaryrework accomplished requiresmore than 10 days.

PO4 3.1-5.3 Mission reports are delivered accurately.

No more than minimum amount of errors to meet delivery schedule per review, with rework accomplished within 2 days.

E:0 –1errors,delivered on schedule. Necessary rework accomplished in 1 day.

Periodic Inspection Customer Feedback

VG: 2 – 4 errors per review, delivered on schedule.

Necessary rework accomplished in 1 day.

S: 5 errors per review, delivered on schedule.

Necessary rework accomplished in 2 days.

M: 6 – 7 errors per review, delivered on schedule.

Necessary rework accomplished in 3 days.

U: 8 or more errors per review, delivered on schedule.

Necessary rework accomplished in 4 days.

PO 5 6.2 Contractor Progress Status

Monthly…