Revised_PWS_WHS_Transportation_Management_Support_Services_(July_24_2017).pdf

Transportation Management Support Services PWS as of July 24, 2017

Performance Work Statement Washington Headquarters Services (WHS) Facilities Services Directorate (FSD)

WHS Transportation Management Support Services

1.3 GENERAL: The Washington Headquarters Services (WHS) is a field activity of the Department of Defense (DoD) and provides consolidated administrative and operational support to the Office of the Secretary of Defense (OSD), Joint Chiefs of Staff, several Defense Agencies and military departments in the Pentagon Reservation and DoD leased facilities in the National Capital Region (NCR). The WHS Facilities Services Directorate (FSD) / Integrated Services Division (ISD) provides oversight and operational direction for the Pentagon Transportation Management Program to include providing shuttle & transportation management support services for the Pentagon, Mark Center and NCR.

1.3.1 DESCRIPTION OF SERVICES / INTRODUCTION: The contractor shall provide all management, analytical, and technical support services necessary to support the WHS Transportation Management Program Office (TMPO) in providing efficient and effective transportation services to the DoD National Capital Region customer base, ensuring mobility, accessibility, safety, and connectivity. Support services provided under this requirement are non-inherently Governmental and non-personal service functions.

1.3.2 BACKGROUND: The Integrated Services Division is the leader in providing efficient and effective transportation services for DoD NCR customers, ensuring mobility, accessibility, safety, and connectivity. The WHS Transportation Management Program Office currently coordinates with the Office of the Administrative Assistant to the Secretary of the Army (OAA) and the Naval Facilities Engineering Command (NAVFAC) to operate 13 routes out of the Pentagon Transit Center (PTC), which encompasses the DoD shuttle program.

1.3.3 OBJECTIVES: To obtain support from a qualified contractor for comprehensive program management, analytical, and technical support services which:

i) Provide efficient management for the WHS Transportation Management Program

Office (TMPO) in the NCR;

ii) Implement strategies to support safety, efficiency, and environmental objectives;

iii) Supports the TMPO;

iv) And provides other support services as needed by the Government.

Support services to the TMPO include the following areas:

a) Program Management and Strategic Planning and Development

b) Project and Operations Management

c) Transportation Emergency Management

d) Fleet Management

e) Outreach, Communications, Education

1.3.4 SCOPE: The contractor shall provide all support services necessary to provide efficient and effective transportation to DoD customers. The contractor shall monitor all aspects of the

PWS as of July 24, 2017 program, document activities for proper succession, and recommend best practices for compliance and improvement.

1.3.5 PERIOD OF PERFORMANCE: The period of performance is for a base period of eight

(8) months with four twelve (12) month option periods.

1.3.6 GENERAL INFORMATION:

1.3.6.1 QUALITY CONTROL: The contractor shall develop and maintain an effective Quality Control Plan (QCP) to ensure services are performed in accordance with this PWS. The contractor shall develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services. The contractor’s QCP is the means by which the contractor will ensure that the work complies with the requirements of the contract. The QCP shall be delivered via e-mail within 60 days of contract award to the Contracting Officer’s Representative (COR) and Contracting Officer (KO). Any changes to the QCP shall be delivered via e-mail to the COR and KO within three business days following any change. After acceptance of the QCP, the contractor shall receive the KO’s acceptance in writing of any proposed change. The Quality Control Plan shall contain a minimum of the following information:

Information relevant to the periodic monitoring of contractor staff with feedback to the Government regarding quality, consistency, and the timeliness of service delivery;

Information relevant to identifying mechanisms for initiating requests or responding to Government requests for suggestions about potential service enhancement and /or improvement opportunities.

1.3.6.2 QUALITY ASSURANCE SURVEILLANCE PLAN: The Government shall evaluate the contractor’s performance under this contract in accordance with the Quality Assurance Surveillance Plan (QASP). This plan is primarily focused on what the Government must do to ensure that the contractor has performed in accordance with the performance standards. It defines how the performance standards will be applied, the frequency of surveillance, and the minimum acceptable defect rate(s).

1.3.6.3 RECOGNIZED HOLIDAYS: The contractor is not required to perform services on the following federal holidays:

New Year’s Day Labor Day Martin Luther King Jr.’s Birthday Columbus Day President’s Day Veteran’s Day Memorial Day Thanksgiving Day Independence Day Christmas Day

When a holiday falls on a Sunday, the following Monday will be observed as a legal holiday. When a holiday falls on a Saturday, the preceding Friday is observed as a legal holiday. When the Government grants administrative leave or early dismissal to Government personnel, or is closed as a result of inclement weather, potentially hazardous conditions, or other special circumstances, contractor personnel may be granted administrative leave or early dismissal provided that contract performance is not adversely impacted.

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1.3.6.4 HOURS OF OPERATION: The contractor shall provide continuous full-time support services, Monday through Friday, between the Facilities Services Directorate business hours of 7:00 AM to 5:00 PM EASTERN, except on federal holidays, or when Government facilities are closed due to local or national emergencies, administrative closings, or similar Government directed facility closings. The contractor shall at all times maintain an adequate workforce to provide uninterrupted performance of all tasks defined within this PWS when the Government facility is not closed for the above reasons. When hiring personnel, the contractor shall keep in mind that the stability and continuity of the workforce are essential. Work hours shall consist of a 40 hour work week, unless otherwise approved by the COR.

1.3.6.5. PLACE OF PERFORMANCE: The services to be performed under this contract will be in Government provided facilities located within the National Capital Region (NCR), specifically the Pentagon in Arlington, Virginia; the Mark Center in Alexandria, Virginia; and various Government-leased facilities. Contractor personnel may be requested to work at the Government’s alternate locations during emergencies and emergency exercises. Individual contractor personnel may be designated as essential personnel to support contingency operations at alternate Government locations during actual emergencies and emergency exercises.

1.3.6.6 TELEWORK: The Government may permit telework to contractor personnel when determined to be in the best interest of the Government in meeting work requirements. Telework is not normally authorized, however, may be considered by the COR on a special case-by-case basis. Telework if approved, will be at no additional cost to the Government.

1.3.6.7 MANDATORY CONTRACTOR MANPOWER REPORTING (CMR): The

contractor shall report all contractor labor hours (including subcontractor labor hours) required for performance of services provided under this contract in accordance with WHS contract clause 252.237-9000, Mandatory contractor Manpower Reporting, incorporated herein.

1.3.6.8 TYPE OF CONTRACT: The Government will award a firm fixed price contract.

1.3.6.9 SECURITY REQUIREMENTS: All contractor personnel performing work under this contract must pass an NCIC background check, and obtain a favorable NACI investigation for compliance with Homeland Security Presidential Directive 12 (HSPD-12). The contractor shall comply with all security policies and procedures that apply to the DoD and WHS / FSD. Security procedures shall be made available to contractor personnel. Contractor personnel shall be required to obtain, use, and display a Common Access Card. All contractor personnel on this contract must complete required DoD Annual Security Training.

1.3.6.9.1 PHYSICAL SECURITY: The contractor shall be responsible for safeguarding all Government equipment, information, and property provided for contractor use. At the close of each work period, Government facilities, equipment, and materials shall be secured.

1.3.6.9.2 KEY CONTROL: The contractor shall establish and implement methods of making sure all keys/key cards issued to the contractor by the Government are not lost or misplaced and are not used by unauthorized persons.

NOTE: All references to keys include key cards. No keys issued to the contractor by the Government shall be duplicated. The contractor shall develop procedures covering key control

PWS as of July 24, 2017 that shall be included in the QCP. Such procedures shall include turn-in of any issued keys by personnel who no longer require access to locked areas. The contractor shall immediately report any occurrences of lost or duplicate keys/key cards to the KO.

1.3.6.9.3 LOST KEYS: In the event that keys, other than master keys, are lost or duplicated, the contractor shall, upon direction of the KO, re-key or replace the affected lock or locks; however, the Government, at its option, may replace the affected lock or locks or perform re-keying. When the replacement of locks or re-keying is performed by the Government, the total cost of re-keying or the replacement of the lock or locks shall be deducted from the monthly payment due the contractor. In the event a master key is lost or duplicated, all locks and keys for that system shall be replaced by the Government and the total cost deducted from the monthly payment due the contractor.

1.3.6.9.4 KEY SECURITY: The contractor shall prohibit the use of Government issued keys/key cards by any persons other than contractor’s employees. The contractor shall prohibit the opening of locked areas by contractor employees to permit entrance of persons other than contractor employees engaged in the performance of assigned work in those areas, or personnel authorized entrance by the KO.

1.3.6.9.5 LOCK COMBINATIONS: The contractor shall establish and implement methods of ensuring that all lock combinations are not revealed to unauthorized persons. The contractor shall ensure that lock combinations are changed when personnel having access to the combinations no longer have a need to know such combinations. These procedures shall be included in the QCP.

1.3.6.10 POST AWARD CONFERENCE / PERIODIC PROGRESS MEETINGS: The contractor agrees to attend any post-award conference convened by the contracting activity or contract administration office in accordance with Federal Acquisition Regulation Subpart 42.5.

The KO, COR, and other Government personnel, as appropriate, may meet periodically with the contractor to review the contractor's performance. At these meetings, the KO will apprise the contractor of how the Government views the contractor's performance, and the contractor will apprise the Government of problems, if any, being experienced. Appropriate action shall be taken to resolve outstanding issues. These meetings shall be at no additional cost to the Government.

1.3.6.11 SPECIAL QUALIFICATIONS: All contractor personnel proposed under this contract shall be required to sign and submit a Non-Disclosure Agreement, to be provided by the COR, within five days of contract award.

1.3.6.12 KEY PERSONNEL: The personnel listed below are considered essential to the work being performed under this contract.

1.3.6.12.1 TEAM LEAD / TRANSPORTATION ANALYST (1 FTE): The Team Lead / Transportation Analyst shall have:

i) A Bachelor's degree in civil engineering or transportation and supply chain operations.

ii) Project Management Professional certification Preferred.

ii) A minimum of ten years of demonstrated management experience leading diverse operational teams to include: five years of supervisory transportation operations (buses and shuttles) in a major metropolitan area, and five years of project management experience.

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iii) Demonstrated experience in urban planning, technical forecasting of passengers, urban transportation models, and trip distribution.

iv) Strong analytical abilities, written, and oral communication skills.

1.3.6.12.2 TECHNICAL LEAD PROJECT ANALYST (1 FTE): The Technical Lead Project Analyst shall have:

i) A Bachelor's degree in engineering or a related field.

ii) Project Management Professional certification Preferred.

iii) A minimum of three years of demonstrated management experience leading diverse operational teams in transportation operations (buses and shuttles) in a major metropolitan area.

iv) Demonstrated ability in analyzing data and making recommendations, developing program communications, executive briefings, whitepapers, and memorandums.

v) Demonstrated experience in managing emergency management programs.

vi) Demonstrated experience working with IT professionals and with process improvement techniques.

1.3.6.12.3 PROJECT ANALYST (1 FTEs): The Project Analyst shall have:

i) A Bachelor's degree or five years of experience as a Project Analyst.

ii) A minimum of one year of demonstrated experience working on a wide range of transportation-related projects, including: municipal, state, or federally funded projects.

iii) Demonstrated experience in research, data collection, and analysis.

iv) Demonstrated ability to prepare reports and documents.

v) Strong verbal and written communication skills.

1.3.6.12.4 SENIOR TRANSPORTATION PLANNING ENGINEER (1 FTE): The Senior Transportation Planning Engineer shall have:

i) A Bachelor’s degree in civil or transportation engineering.

ii) A minimum of seven years of demonstrated experience working on a wide range of transportation-related projects, including: municipal, state, or federally funded projects.

iii) Demonstrated project management experience.

iv) Demonstrated experience providing technical leadership within transportation engineering, and diversified knowledge of engineering practices.

v) Demonstrated ability to be detail oriented, thorough, well organized, and able to effectively manage time.

vi) Strong verbal and written communication skills.

vii) Knowledge in urban planning, technical forecasting of passengers, urban transportation models, trip distribution, and safety protocols and signals timing.

1.3.6.12.5 MID-LEVEL TRANSPORTATION PLANNING ENGINEER (1 FTE): The Mid- Level Transportation Planning Engineer shall have:

ii) A minimum of four years of demonstrated experience working on a wide range of transportation-related projects, including: municipal, state, or federally funded projects.

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iii) Demonstrated knowledge related to urban planning, technical forecasting of passengers, urban transportation models, trip distribution, and safety protocols and signals timing.

iv) Strong verbal and written communication skills

v) Knowledge in urban planning, technical forecasting of passengers, and urban transportation models.

1.3.6.12.6 JUNIOR TRANSPORTATION PLANNING ENGINEER (1 FTE): The Junior Transportation Planning Engineer shall have:

ii) A minimum of two years of demonstrated experience working on a wide range of transportation-related projects operations in a major metropolitan area.

iii) Strong verbal and written communication skills.

iv) Knowledge in urban planning, technical forecasting of passengers, urban transportation models, trip distribution, and safety protocols.

1.3.6.12.7 COMMUNICATION SPECIALIST (1 FTE): The Communication Specialist shall have:

i) A Bachelor’s degree in public relations, journalism, or communication studies, or a field related to communications.

ii) A minimum of three years of demonstrated experience supporting a transportation program in a major metropolitan area.

iii) Demonstrated experience developing and implementing communication strategies, and creating programs that promote an organization through printed materials, outreach programs, and education.

iv) Strong verbal and written communication skills.

1.3.6.13 IDENTIFICATION OF CONTRACTOR EMPLOYEES: All contract personnel attending meetings, answering Government telephones and email, and working in other situations where their contractor status is not obvious to third parties are required to identify themselves as such, to avoid creating an impression in the minds of members of the public that they are Government officials. They must also ensure that all documents or reports produced by contractors are suitably marked as contractor products or that contractor participation is appropriately disclosed. Contractor personnel will be required to obtain, use, and display a Common Access Card in the performance of this service.

1.3.6.14 CONTRACTOR OPERATED GOVERNMENT OWNED VEHICLE (GOVs):

Contractor personnel supporting the Fleet Management Program may be required to operate Government vehicles. The contractor personnel shall provide a valid driver’s license to the COR.

Regular driver's license is a requirement but not any special type of license, e.g. CDL.

1.3.6.15 PHASE IN / PHASE OUT PERIOD: The contract awardee shall ensure existing services and support are successfully transitioned from the incumbent contractor to them immediately following the contract award date in accordance with their phase-in plan. During the phase in period, the contractor shall complete administrative functions (e.g., onboard appropriate personnel, obtain badging, etc.) and familiarize itself with the performance requirements, in order to commence full performance of services after the transition period. The contract awardee shall

PWS as of July 24, 2017 minimize any disruptions, negative impacts on services, or decreases in productivity. After the 30 day phase in / phase out period with the incumbent contractor, the contractor is fully accountable and responsible for successful performance of all objectives and requirements on the contract.

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PART 2

DEFINITIONS & ACRONYMS

2. DEFINITIONS AND ACRONYMS:

2.1. DEFINITIONS:

2.1.1 CONTRACTOR: A supplier or vendor awarded a contract to provide specific supplies or service to the Government. The term used in this contract refers to the prime.

2.1.2 CONTRACTING OFFICER (KO): A person with authority to enter into, administer, and or terminate contracts, and make related determinations and findings on behalf of the Government. Note: The only individual who can legally bind the Government.

2.1.3 CONTRACTING OFFICER'S REPRESENTATIVE (COR): An employee of the U.S. Government appointed by the contracting officer to administer the contract. Such appointment shall be in writing and shall state the scope of authority and limitations. This individual has authority to provide technical direction to the contractor as long as that direction is within the scope of the contract, does not constitute a change, and has no funding implications. This individual does NOT have authority to change the terms and conditions of the contract.

2.1.4 DEFECTIVE SERVICE: A service output that does not meet the standard of performance associated with the PWS.

2.1.5 DELIVERABLE: Anything that can be physically delivered, but may include non-manufactured things such as meeting minutes or reports.

2.1.6 INTEGRATED SERVICES DIVISION (ISD): ISD is charged with providing a wide range of programs and services that enable DoD components to accomplish the shared mission of supporting the Defense department. The mission of the Integrated Services Division is to provide the highest level of management support for the Director, Washington Headquarters Services, National Capital Region (NCR), and DoD communities through program initiatives, Office of the Secretary of Defense (OSD) WHS services, and quality of work-life programs.

2.1.7 KEY PERSONNEL: contractor personnel that are evaluated in a source selection process per the terms of the Key Personnel section of the PWS. If approved by the Government, key personnel will be listed in the contract award. When key personnel are used as an evaluation factor in a best value procurement, an offer can be rejected if it does not have a firm commitment from the persons that are listed in the proposal.

2.1.8 PENTAGON FORCE PROTECTION AGENCY (PFPA): Responsible for security of the Pentagon Reservation.

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2.1.9 PHYSICAL SECURITY: Actions that prevent the loss or damage of

Government property.

2.1.10 QUALITY ASSURANCE: The Government shall evaluate the contractor’s performance under this contract in accordance with the Quality Assurance Surveillance Plan. This plan is primarily focused on what the Government must do to ensure that the contractor has performed in accordance with the performance standards. It defines how the performance standards will be applied, the frequency of surveillance, and the minimum acceptable defect rate(s). The Government procedures to verify that services being performed by the contractor are performed according to acceptable standards.

2.1.11 QUALITY ASSURANCE SURVEILLANCE PLAN (QASP): An organized written document specifying the surveillance methodology to be used for surveillance of contractor performance.

2.1.12 QUALITY CONTROL: All necessary measures taken by the contractor to assure that the quality of an end product or service shall meet contract requirements.

2.1.13 SUBCONTRACTOR: One that enters into a contract with a prime contractor.

The Government is not privy to the contract with the subcontractor.

2.1.14 WASHINGTON HEADQUATERS SERVICES (WHS): WHS was

established as a Department of Defense (DoD) Field Activity on October 1, 1977 as part of a DoD headquarters streamlining initiative. Approximately 1,200 civilian and military employees and thousands of contract staff are organized into 11 directorates and offices. WHS personnel contribute to the mission of our Defense customers by managing DoD-wide programs and operations for the Pentagon Reservation, and DoD leased facilities in the National Capital Region. WHS is organizationally aligned under the Director of Administration (DA) for the Office of the Secretary of Defense (OSD).

2.1.15 WORK DAY: The number of hours per day the contractor provides services in accordance with the contract.

2.1.16 WORK WEEK: Monday through Friday, unless specified otherwise.

2.1. ACRONYMS:

CFR Code of Federal Regulations KO Contracting Officer COR Contracting Officer Representative COTR Contracting Officer's Technical Representative DD Form 254 Department of Defense Contract Security Requirement List DFARS Defense Federal Acquisition Regulation Supplement DOD Department of Defense FAR Federal Acquisition Regulation FSD Facilities Services Directorate ISD Integrated Services Division GSA General Services Administration KO Contracting Officer OCI Organizational Conflict of Interest ODC Other Direct Costs PMO Parking Management Office POC Point of Contact PMP Program Management Plan PRS Performance Requirements Summary PWS Performance Work Statement QA Quality Assurance QAP Quality Assurance Program QASP Quality Assurance Surveillance Plan QC Quality Control QCP Quality Control Program TMPO Transportation Management Office TMD Travel Demand Management WHS Washington Headquarters Services

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PART 3

GOVERNMENT FURNISHED PROPERTY, EQUIPMENT, AND SERVICES

3. GOVERNMENT FURNISHED ITEMS AND SERVICES:

3.1. GENERAL: The Government shall provide the facilities, equipment, materials and / or services listed below; all materials and equipment furnished by the Government belongs to the Government.

3.1.1. Equipment: The Government will provide phones, desks, utilities, information technology, general office supplies, and any required equipment or supply to perform the tasks listed in the PWS.

3.1.2. Facilities: The Government will furnish the necessary workspace for the contractor staff to provide the support outlined in this PWS to include desk space, telephones, computers and other items necessary to maintain an office environment.

3.1.3. Services: The Government will assist in issuing building passes and parking passes to qualified contract personnel. All documents created by the contractor, or used by the contractor, belong to the Government.

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PART 4

CONTRACTOR FURNISHED ITEMS AND SERVICES

4. CONTRACTOR FURNISHED ITEMS AND SERVICES:

4.1. GENERAL: The contractor shall furnish all supplies, equipment, facilities and services required to perform work under this contract that are not listed under Part 3 of this PWS.

4.1.1. This contract is designated as unclassified, however all personnel will be issued a CAC and Pentagon Building Pass to access the Pentagon.

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PART 5

SPECIFIC TASKS

5.0 SPECIFIC TASKS:

5.1 PROGRAM MANAGEMENT PLAN (PMP) TASKS:

5.1.1 The contractor shall provide a detailed Project Management Plan (PMP) to include: a Master Project Schedule, Staffing Chart, Communication Plan, Quality Control Plan, and Training Plan which addresses potential technical, schedule, programmatic, and other factors which could impact the successful completion of the program.

5.1.2 The contractor shall submit a Draft PMP within 45 days after contract award, and the Final PMP within 60 days after contract award. The PMP shall outline how program management and strategic planning support to the Government Transportation Program Manager will be managed, maintained, and enhanced for DoD employees in the National Capital Region, and shall summarize in detail how each of the following tasks will be accomplished:

Program Management and Strategic Transportation Planning Transportation Management Program Office Operations and Support Transportation Emergency Management Program Fleet Management Outreach, Communications, and Education Quality Control Performance Reports and Briefings

Analysis and Assessments

5.2 PROGRAM MANAGEMENT AND STRATEGIC TRANSPORTATION PLANNING

TASKS:

5.2.1 The contractor shall support the overall strategic mission and vision of the WHS/FSD/ISD throughout the National Capital Region.

5.2.2 The contractor shall provide onsite program management support to conduct day to day program management, analytical, technical, oversight, and schedule management support.

5.2.3 The contractor shall provide weekly and monthly progress reports addressing all duties or tasks during the performance period.

5.2.4 The contractor shall provide quarterly performance management review briefings that address contract performance to include: program deliverables, projects, content management, accomplishments, and challenges.

5.2.5 The contractor shall provide staff augmentation, project planning, and execution with a broad area of responsibility, allowing for maximum flexibility to support a dynamic and evolving transportation mission within WHS.

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5.2.6 The contractor shall provide direct support to address and respond to requirements and requests from external agencies, and other regional transportation partners within the NCR.

5.2.7 The contractor shall provide liaison support to formal and ad hoc meetings, briefings, white papers, memorandums and other tasks as required and / or requested.

5.2.8 The contractor shall provide integrated transportation services support to address the full range of requirements, including support to WHS and the Facilities Services Directorate (FSD), and support in interactions with the Department of the Army on the development, implementation, and execution of an integrated Transportation Management Plan (TMP).

5.2.9 The contractor shall provide expert advice and guidance to support the WHS and FSD at various meetings including but not limited to: the WHS Advisory Council, the City of Alexandria Advisory Committee, Pentagon Parking and Transportation Working Group (PPTWG) Meetings, and any other transportation meetings with regional transportation partners within the NCR.

5.2.10 The contractor shall provide liaison support for formal and ad hoc meetings and briefings.

5.2.11 The contractor shall provide support for whitepapers, memorandums, and other taskers as required and / or requested by the Government.

5.2.12 The contractor shall assist WHS with coordinating and facilitating transportation planning requirements with DoD, DOT, VDOT, WMATA, Federal, State, Local and county Governments, and shall implement the short and long-term actions of the strategic plan.

5.2.13 The contractor shall participate in the development, implementation, and management oversight of activities and projects required for the Pentagon Transportation Management Plan (P-

TMP).

5.2.14 The contractor shall participate in the development, implementation, and management oversight of activities and projects required for the Mark Center Transportation Management Plan

(MC-TMP).

5.2.15 The contractor shall participate in the development of Standard Operating Procedures (SOP) / Concept of Operations (CONOPs) Updates.

5.2.16 The contractor shall assist WHS in the management of the Pentagon Transit Center (PTC) and Mark Center Station (MCS) by coordinating with various transit agencies entering both locations, which may include: Managing the transit center to ensure efficient operations / utilization to mitigate bus bay issues.

5.2.17 TRANSIT DEVELOPMENT PLAN:

5.2.17.1 The contractor shall provide transit planning coordination and operations support of the Pentagon, Mark Center, and Suffolk, and other DoD leased facilities throughout the NCR.

5.2.17.2 The contractor shall develop an implementation plan with a schedule for approved recommendations of the WHS Transit Development Plan (TDP), and execute planned activities.

5.2.17.3 The contractor shall conduct transportation commuter and online surveys and review findings from previous commuter surveys and develop recommendations.

5.2.17.4 The contractor shall conduct and review ridership analysis and make recommendations.

5.2.17.5 The contractor shall conduct a parking utilization study on the Pentagon and Mark Center.

5.2.18 TRAVEL DEMAND MANAGEMENT IMPLEMENTATION PLAN:

5.2.18.1 The contractor shall support the WHS Transportation Management Program Office with the following main objectives:

Encouraging employees to utilize alternative modes of transportation to the Pentagon, Mark Center, and other WHS facilities including transit, carpooling, vanpooling, bicycling or walking to work, and / or tele-working one or more days a week in order to reduce employee stress, increase employee family time, ease traffic congestion, and improve air quality.

Offering individualized commuting assistance, and acting as point of contact for any Pentagon and Mark Center DoD employee requesting assistance on finding an alternative commute, and / or options for driving alone to work less often.

5.3 TRANSPORTATION MANAGEMENT PROGRAM OFFICE OPERATIONS AND

SUPPORT TASKS:

5.3.1 The contractor shall support the WHS Transportation Management Program Office in providing recommendations for refinements in the transportation management program components while providing on-site administrative and technical support.

5.3.2 The contractor shall manage the ISD Director and Transportation Program Manager’s schedules, to include the following:

Meeting requests.

Arranging briefings and coordination meetings.

Performing background research.

Transcribing notes from meetings.

Preparing Action Memorandums for the WHS Director and Deputy Director.

Developing and delivering program update briefings on the Transportation Management

Program.

Authoring technical papers for presentation to the ISD Director and WHS Leadership.

Developing a cyclical exercise to update statistics and metrics for the Transportation

Management Program.

Providing customer service support: including answering customer questions through phone, email, and in-person.

Logging and tracking customer complaints, suggestions, and questions into a database.

Logging and tracking staffing productivity.

Updating Standard Operating Procedures (SOPs) / Concept of Operations (CONOPs)

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Responding to taskers assigned to ISD as directed by the ISD Director and / or KO Coordinating with the Pentagon Force Protection Agency (PFPA) Parking Management

Office (PMB).

Routine coordination to enforce carpool, vanpool, and low / no–emission vehicle parking.

Maintaining a building management hotline for employees / community members to voice a complaint about frequent parking violations.

Coordinating with the Pentagon and Mark Center for Transportation Fairs and Bike-to-

Work Day events.

5.3.3 The contractor shall provide comprehensive operational support to address DoD customers’ day-to-day transportation and commuting needs, by developing and implementing mitigation strategies to reduce impacts from regional transportation projects.

5.3.4 The contractor shall assist in the development of and update the WHS Transportation Memorandum’s of Agreements (MOAs) and Memorandum’s of Understanding (MOUs) with transit agencies, DoD, Federal, State, Local, and county Governments.

5.3.5 DoD SHUTTLE BUS PROGRAM:

5.3.5.1 The contractor shall manage the Pentagon and Mark Center Shuttle Bus Program Operations to ensure efficient operations at the Pentagon Transit Center and Mark Center Transit Center to include: coordination of the utilization of bus bays, (DoD Shuttles and local / regional transit agencies), mitigation of queuing back-up and route delays; and monitoring and maintaining up-to-date information on schedules pick-ups and drop-offs, route changes, and Metrorail stop modifications. Advertising the above information on the Program web.

5.3.5.2 The contractor shall support implementation of DoD Administrative Instruction 109 requiring WHS to conduct all Department of Defense Shuttle Bus planning in the National Capitol Region. This support shall include the following items:

Coordinating and providing transportation guidance to the DoD Components in the Pentagon area, the Mark Center, and other WHS leased facilities.

Coordinating and approving all requirements for the establishment, modification, and discontinuance of DoD scheduled shuttle service, except for shuttle service exclusively within the boundaries of military installations in the Pentagon area.

Ensuring that shuttle routes and schedules are published and available.

5.3.5.3 The contractor shall coordinate the planning and operations at the Pentagon Transit Center (PTC) with service providers.

5.3.5.4 The contractor shall coordinate a quarterly transportation meeting with DoD transportation officials to address issues and concerns involving transportation in the Pentagon area.

5.3.5.5 The contractor shall be responsible for planning and financial considerations for DoD shuttle services provided to or requested by OSD and WHS personnel.

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5.3.5.6 The contractor shall collect bus bay utilization data (via in-person counts) at both the PTC and MCS. Following data collection, the contractor shall submit to WHS the database along with a PTC/MCS Utilization Summary Report that summarizes the purpose, methodology, results, and conclusions resulting from the data collection.

5.3.5.7 The contractor shall examine the coordination of the DoD shuttle program with the development of enhanced public transit services, including shuttle schedule alignment and public transit route alignment etc.

5.3.5.8 The contractor shall provide and review findings of the annual cost benefit analysis and make recommendations.

5.3.5.9 The contractor shall develop and provide a DoD shuttle bus survey.

5.4 TRANSPORTATION EMERGENCY MANAGEMENT PROGRAM TASKS:

5.4.1 The contractor shall provide emergency management support through effective incident response development and planning to ensure the Pentagon, Mark Center, and other WHS facilities have the capability of sustaining operational readiness.

5.4.2 The contractor shall establish a Transportation Emergency Operations Plan.

5.4.3 The contractor shall develop a Transportation Emergency Management SOP.

5.4.4 The contractor shall conduct quarterly Transportation Emergency Exercises and participate in Emergency Management Training and Exercises.

5.5 FLEET MANAGEMENT TASKS:

5.5.1 The contractor shall assist in the management and governance of all Government vehicles in support of accomplishing the DoD mission, programs and operations at the Pentagon, Mark Center, and other DoD leased facilities across the National Capital Region.

5.5.2 The contractor shall familiarize themselves with management and accounting tools, systems and reports responsible for conducting fleet management operations. This is inclusive of the following:

Defense Property Accountability System (DPAS) GSA Fleet Drive Thru

FAST

FMVRS

And any other systems utilized in support of fleet management.

5.5.3 The contractor shall assist in establishing a fleet management training program.

5.5.4 The contractor shall assist in providing oversight of the operation and control of vehicles assigned to WHS, to include:

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Updating the WHS Fleet Management Program Internal Guidance.

Providing the annual Federal Automotive Statistical Tool Report.

Uploading the DPAS monthly mileage through GSA Drive Thru.

Establishing a Fleet Electrification Program.

5.5.5 The contractor shall develop strategies to enhance the WHS Fleet, to include:

Reallocation / Reassignment of vehicles.

Establishing a Pooling program by geographical location.

5.5.6 The contractor shall assist in the development of an Executive Motor Pool, to include:

Developing and providing an Executive Motor Pool SOP.

Providing support in managing the Primary and Secondary Lists.

Assisting in responding to short notice EMP requests.

5.5.7 HOME TO WORK:

5.5.7.1 The contractor shall assist in providing annual tax requirements for the Class IV (large sedan) vehicle support to the Secretary of Defense, Deputy Secretary of Defense, and five Under Secretaries of Defense in support of the home to work program.

5.5.7.2 The contractor shall develop and provide a Home to Work SOP.

5.6 OUTREACH, COMMUNICATIONS, AND EDUCATION TASKS:

5.6.1 The contractor shall support WHS with communicating the Transportation Management Program Office goals / objectives, transportation planning studies and results, and various transportation services to various DoD agencies, military departments, local / regional transportation providers and agencies, local, city and state officials, and the regional Metropolitan Planning Organization and Council of Governments. As directed by the COR or PM such communication and outreach efforts may include:

Developing and delivering orientation presentations on the WHS Transportation Management Program Office.

Authoring technical papers for presentation to the ISD Director and WHS Leadership.

Developing and executing the Transportation Management Program Office Communications Strategy / Plan.

Developing brochures, pamphlets, and posters.

Reviewing and developing recommendations on the design of the WHS Transportation

Management Program web page, and assisting in the maintenance and update, to educate employees on the transportation options and services available to them as DoD employees.

PWS as of July 24, 2017

Reviewing, redesigning, and updating the WHS / ISD Transportation Management Program Office share drive portal.

Organizing, planning and conducting various transportation-focused events throughout the year (such as Bike to Work, Rideshare Seminars, Open Houses and Fairs) at the Pentagon Reservation and Mark Center to increase awareness of DoD commute options and programs, as well as to “meet and greet” transit agencies, vendors, and other commuter-service groups who will be invited and available to help employees with their travel options.

Developing and maintaining a social media account to educate the DoD population on the WHS Transportation Management Program Office activities, updates, and services, as well as to promote transportation options to the Pentagon Reservation, Mark Center, and other WHS facilities.

Evaluating, updating and managing the consolidated Pentagon / Mark Center notification system to provide “real-time” updates regarding DoD shuttle program changes, disruptions, and delays.

Developing and managing multimedia messages that promote alternative commute options to include: developing and / or enhancing current methods to disseminate information to DoD customers.

Developing and delivering briefings at PTC and MCS coordination meetings with local / regional transit providers and agencies.

5.7 QUALITY CONTROL PERFORMANCE TASKS:

5.7.1 The contractor shall manage quality using three levels of oversight:

5.7.1.1 Communicating expectations for baseline levels of quality.

5.7.1.2 Encouraging quality work process when developing products so as to enhance the final product.

5.7.1.3 Reviewing specific work products at the appropriate level before delivery.

5.7.2 The contractor shall brief contract staff on the quality control and expectations for the standard of deliverables, and shall review staff’s work to build competency in editing, which will generate a constructive dialog in application of quality standards and quality expectations.

The contractor shall use the following process to develop deliverables:

5.7.2.1 Scope. Confirm the scope and timeline of the deliverable.

5.7.2.1 Draft. Produce a draft version of the deliverable and conduct an initial review.

5.7.2.1 Review. Conduct a task lead or peer review of the draft deliverable before providing it to the TMPO Manager / Senior Leadership.

5.7.2.1 Revise. Make appropriate revisions to the deliverable.

5.7.2.1 Submit. Submit final version of the deliverable, and if not approved, review, revise, and submit until it’s accepted.

5.7.3 The contractor shall utilize the various processes and procedures provided by DoD / WHS for constructing and submitting deliverables, such as templates, standardized formats, etc.

5.8 REPORTS AND BRIEFINGS TASKS:

5.8.1 The contractor shall develop and deliver briefings at PTC and MCS coordination meetings with local/regional transit providers and agencies.

5.8.2 The contractor shall in coordination with the Division’s lead person, assist the Division in the preparation, development and presentation of Program Review Briefings to WHS/FSD management. This assistance must consist of organization initiatives, current status, issues and concerns, and mitigation strategies.

5.8.3 The contractor shall develop and deliver program update briefings on the Transportation Management Program.

5.8.4 The contractor shall develop and deliver briefings at PTC and MCS coordination meetings with local/regional transit providers and agencies.

5.8.5 The contractor shall develop and provide a quarterly DoD Shuttle Bus Utilization Report

5.9 ANALYSIS AND ASSESSMENTS TASKS:

5.9.1 The contractor shall review, evaluate, and update the:

5.9.1.1 Pentagon Transportation Intermodal Demand Analysis and statistics;

5.9.1.2 Transportation routes and ridership analysis throughout the system;

5.9.1.3 Ramp up and down of affected routes and ridership throughout the system as implementation progresses; transportation modeling developed through analysis to the Government in decision-making;

5.9.1.4 Established estimated transportation demand data for various sites; and,

5.9.2 The contractor shall provide interrelated assessments and review of transportation implementation planning and decision criteria.

5.9.3 The contractor shall conduct a cost benefit analysis annually, of shuttle transportation methods (i.e. DoD shuttle program, local, regional public transit agencies).

5.9.4 The contractor shall identify post-relocation transportation requirements of relocating employees to the Mark Center and gather supporting information for the continued implementation

PWS as of July 24, 2017 of alternative modes of transportation through an annual Mark Center Transportation / Commuter Online Survey (2017 and beyond).

5.9.5 The contractor shall identify transportation requirements of relocating employees to the Pentagon and gather supporting information for the continued implementation of alternative modes of transportation through an annual Pentagon Transportation/Commuter Online Survey (2017 and beyond).

5.9.6 The contractor shall collect bus bay utilization data (via in-person counts) at both the PTC and MCS. Following data collection, the contractor shall submit to WHS the database along with a PTC/MCS Utilization Summary Report that summarizes the purpose, methodology, results, and conclusions resulting from the data collection.

5.9.7 The contractor shall author technical papers for presentation to the ISD Director and WHS Leadership.

5.9.8 The contractor shall develop a cyclical exercise to update statistics and metrics for the Transportation Management Program.

PWS as of July 24, 2017

PART 6

APPLICABLE PUBLICATIONS

6. APPLICABLE PUBLICATIONS:

6.1. Issuances and Directives: The publications directly applicable to the performance of this effort are as follows:

6.1.1. Administrative Instruction No. 109 – Use of Motor Transportation and Scheduled DOD Shuttle Service in the Pentagon Area, March 31, 2011

6.1.2. DoD Directive No. 5105.53 – Director of Administration and Management (DA&M) February 26, 2008

6.1.3. DoD Manual No. 4500.36 – Management and Acquisition, Use of Motor Vehicles, August 2, 2004

PWS as of July 24, 2017

PART 7

ATTACHMENT / TECHNICAL EXHIBIT LISTING

7. ATTACHMENT / TECHNICAL EXHIBIT LIST:

7.1. Attachment 1 / Technical Exhibit 1 – Performance Requirements Summary

7.2. Attachment 2 / Technical Exhibit 2 – Deliverables Schedule

7.3. Attachment 3 / Technical Exhibit 3 – Estimated Workload Data

PWS as of July 24, 2017

TECHNICAL EXHIBIT 1

Performance Requirements Summary (PRS)

The contractor service requirements are summarized into performance objectives that relate directly to mission essential items. The performance threshold briefly describes the minimum acceptable levels of service required for each requirement. These thresholds are critical to mission success.

Table 1:

Performance Objective

Standard Performance Threshold Surveillance Method

PRS # 1: Daily Transportation Operations Support

Daily transportation operations support on a broad range of duties.

Refer to Paragraph 5.3 of the PWS.

Provide direct support to address and respond to requirements and requests from external agencies and other regional transportation partners within the

NCR

All: Satisfactory response is provided to customers’ inquiries within 2 business days.

Periodic Inspection – COR will review assigned tasks for completeness, accuracy, and timeliness.

PRS # 2: Outreach, Communications and Education Support

Outreach, communications and education support initiatives are developed, facilitated, and executed in accordance with the PWS objectives.

Refer to Paragraph 5.6 of

Program communication activities and strategies shall address ISD and agency constituent on updates, status, and required engagement into needed actions.

No more than 3 valid complaints of non-compliance in one year.

Periodic Inspection – COR will review products for completeness, accuracy & timeliness prior to due date.

100% Inspection – ISD Leadership will review final deliverables for completeness, accuracy & timeliness on due date.

PWS as of July 24, 2017

PRS # 3: Reports and Briefings Support

Oral and written reports and presentations on the program, inform customers and management of the operations, initiatives, and processes being followed, and the problems being encountered and resolved to achieve PWS objectives.

Refer to Paragraph 5.8 of

Oral and written reports and presentations are complete and well received by the audience.

All: No more than 3 verified complaints annually.

100% Inspection – COR & ISD leadership will review each deliverable for completeness, accuracy, and timeliness.

PRS # 4: Program Management / Analysis Support

Program Management / Analysis support on a broad range of duties.

The contractor shall outline how he will assist the Division in accomplishing its program management through the Deliverables outlined in Exhibit 2 into a program management plan.

Refer to Paragraph 5.2 and

5.9 of the PWS

The plan shall include a program description, deliverable description, approach, responsibility matrix, risks, checklists, agendas and / or templates.

Technical advice and recommendations shall be aligned with FSD / ISD key result areas and strategic objectives before executing and shall be compliant with regulatory guidance.

Project schedules are not more than 5 days behind schedule.

Periodic Inspection – COR will review products for completeness, accuracy & timeliness prior to due date.

Incentives (Positive and Negative):

The Government will positively and / or negatively review the contractor's performance based on the success or failure in meeting the performance objectives. The contractor is incentivized to earn favorable Government reviews to support continuation of similar work, and to support contract awards with other Government agencies seeking WHS's input on the contractor's past performance in the Contract Performance Assessment Reporting System (CPARS). Failure to meet the acceptable performance thresholds shall result in an unsatisfactory past performance report by the Government.

PWS as of July 24, 2017

TECHNICAL EXHIBIT 2

Deliverables Schedule

Government Acceptance Required: Yes

Government Response Due: Ten (10) working days after receipt

Tasks Deliverable Draft Due Final Due Medium / Format

Distribution To

5.1 Project

Management Plan (PMP)

Within 45 days after contract award

Within 60 days after contract award

MS Products *Standard Distribution

5.1 Master Project

Schedule

(as part of the

PMP)

Within 45 days after contract award

Within 60 days after contract award

MS Products *Standard Distribution

5.1 Communication

Plan

(as part of the

PMP)

Within 45 days after contract award

Within 60 days…