Section_J,_Attachment_1_-_CWSP_SOW_v1.1.pdf

VERSION 1.10

12/12/2016/27/2017

United States Department of Homeland Security Science and Technology Directorate

Plum Island Animal Disease Center

Center Wide Support Program Statement of Work

Table of Contents

1.0 INTRODUCTION

2.0 BACKGROUND

2.1 PIADC Overview

2.2 Description of Facilities

2.3 Key Management Focus Areas

2.4 Other Management Considerations

3.0 PROGRAM MANAGEMENT AND OPERATIONAL SERVICE REQUIREMENTS

3.1 Program and Project Management

3.1.1 Contract Work Breakdown Structure (CWBS)

3.1.2 Performance Management System and Financial Management, Controls and Reporting

3.1.3 Integrated Baseline Reviews (IBRs) and Joint Surveillance Reviews (JSRs)

3.1.4 Application of Project Management Requirements to

Subcontractors

3.1.5 Integrated Master Schedule (IMS)

3.1.6 Human Resource Management Plan

3.1.6.1 Human Resource Management Plan

3.1.6.2 Training, Competencies, and Qualifications

3.1.6.3 Key Personnel

3.1.6.4 Required Licenses and Certifications

3.1.6.5 Offsite Work Plan

3.1.7 Other Management Requirements

3.1.7.1 Supervisory Presence

3.1.7.2 Work Planning and Control

3.1.7.3 Engineering, Design and Facility Planning and Management ... 20

3.1.7.4 Administration / Support Services

3.1.7.5 Escorting

3.1.7.6 Personnel Reliability Program

3.1.7.7 Contract Transition

3.1.7.7.1 Phase-In Contract Transition Period

3.1.7.7.2 Phase-Out Contract Transition Period

3.1.7.8 External Communication

3.1.7.9 Cooperation during Audits

3.1.7.10 Cooperation with and Support of Multiple Federal and

Contracted Organizations

3.1.7.11 Support for Foreign Animal Disease Diagnostician (FADD)

Schools

3.1.7.12 Data Calls

3.1.7.13 Technology Testing and Evaluation Activities

3.2 Quality Management

3.2.1 Quality Management System Requirements

3.2.1.1 Quality Control

3.2.2 Program Management Reviews (PMRs)

3.2.3 Corporate Assurance

3.2.4 PIADC Institutional Governance and Assurance Support

3.2.5 Records Management and Document Control

3.2.6 Procedural Development and Regulatory Compliance

3.2.7 Training Program Support and Coordination

3.3 Business Management and Support Services

3.3.1 Procurement Support (Subcontracting) and Purchasing System

3.3.1.1 Effective and Efficient Purchasing System

3.3.1.2 Affirmative Procurement Plan (aka “Green Procurement”)

3.3.1.3 Procurement Support (Subcontracting)

3.3.2 Mailing, Shipping and Receiving Services

3.3.3 Property Management

3.3.3.1 Property Control System

3.3.3.2 Government-owned Information Technology and

Telecommunication Assets

3.3.3.3 Copier Services

3.3.3.4 Business Services

3.4 Animal Care, Welfare, Use and Handling

3.4.1 Animal Husbandry

3.4.2 Clinical Services

3.4.3 Operations

3.4.4 Training, Certification and Compliance

3.5 Laboratory and Biocontainment Services

3.5.1 Biosafety System Operations

3.5.2 Animal Isolation Rooms, Laboratory Spaces, Necropsy and Associated Corridors

3.5.3 Formaldehyde Exposure Control Program

3.5.4 Pesticide Protection and Use Program

3.5.4.1 Pesticide Applicator License Certification and Commercial

Registration

3.5.5 Laboratory Glassware

3.5.6 Scientific Support Equipment Maintenance

3.5.7 Biological Material Packaging and Courier Services

3.6 Utilities and Facility Systems

3.6.1 Fuel and Oil Management

3.6.1.1 Petroleum Delivery, Transfer, and Facility Maintenance

3.6.1.1.1 On Plum Island

3.6.1.1.2 At Orient Point

3.6.2 Water Plant

3.6.3 Liquid Effluent Decontamination

3.6.3.1 Current Liquid Effluent Decontamination Plant

3.6.3.2 New Waste Water Thermal Decontamination System (WWTDS)

3.6.4 Waste Water Treatment Plant (WWTP)

3.6.5 Salt Water Pump Station and Waste Water Heat Exchangers

3.6.6 Boiler Plant

3.6.7 Chiller Plant

3.6.8 Heating, Cooling and Ventilation

3.6.8.1 Buildings 100, 101, 102, and portions of 103 and 109 heated or cooled by the central heating (Power) and cooling (Chiller) plants

3.6.8.2 Buildings or spaces heated, cooled, or ventilated by systems other than the central heating (Power) and central cooling (Chiller) plants

3.6.9 Refrigeration

3.6.10 Electrical Distribution and Power Generation Services

3.6.11 Crematories

3.6.12 Instrumentation and Control for Monitoring Systems

3.6.12.1 Facilities Security System

3.6.12.2 Building Management System

3.6.12.3 Programmable Logic Controllers (PLCs)

3.6.12.4 Fire Alarm and Fire Suppression

3.6.13 Ancillary Systems and Components

3.7 Information Technology (IT) and Communication Systems

3.7.1 Helpdesk Support

3.7.2 Scientific Research and Development Support

3.7.3 IT Systems

3.7.3.1 Network Administration

3.7.3.2 Database Administration and Development Support

3.7.3.3 Information Assurance

3.7.4 Communications Systems

3.7.4.1 Radio Systems

3.7.4.1.1 Land Mobile Radio

3.7.4.1.2 Man-Down Radio System

3.7.5 Telecommunications Systems/Services and Communications

Infrastructure

3.7.5.1 Communications Infrastructure Support

3.7.6 Applicable Reference Documents

3.7.7 Section 508 Accessibility

3.7.7.1 Accessibility Requirements (Section 508)

3.7.7.2 Section 508 Applicable Exceptions

3.7.7.3 Section 508 Compliance Requirements

3.7.8 System Design Compliance Requirements

3.7.9 Applicable Laws, Regulations, Policies, and Publications

3.7.9.1 Public Laws and United States Code

3.7.9.2 OMB Circulars and Memoranda

3.7.9.3 Homeland Security Presidential and Management Directives ... 78

3.7.9.4 NIST Standards

3.7.9.5 FIPS Publications

3.7.9.6 Other Information Technology Standards

3.8 Safety, Health, Environmental and Emergency Services

3.8.1 Emergency/Incident Mitigation, Preparedness, Response and Recovery

3.8.1.1 Prepare

3.8.1.2 Respond

3.8.1.3 Recover

3.8.1.4 Mitigate

3.8.2 Safety, Health and Environmental Management Services

3.8.2.1 Occupational Health Program

3.8.2.2 Health Services

3.8.2.3 Safety Management

3.8.2.4 Environmental Management

3.8.2.4.1 Environmental, Safety and Occupational Health

Technical Support

3.8.2.4.2 Environmental Sampling

3.8.3 Waste Management

3.8.3.1 Hazardous and Universal Waste Management

3.8.3.2 Solid (Municipal) Waste Management

3.8.3.2.1 Recycling

3.8.3.2.2 Disposal of Electronic Equipment

3.8.3.3Regulated Medical Waste Management (RMW)

3.8.3.4 Radioactive Waste

3.9 Transportation

3.9.1 Marine Transportation

3.9.1.1 Harbor and Docks

3.9.1.1.1 Plum Island and Orient Point Harbors

3.9.1.1.2 Dock at Old Saybrook

3.9.2 Vehicles and On/Off Island Transportation

3.10 Buildings, Roads and Grounds

3.10.1 Buildings

3.10.1.1 Asbestos Management

3.10.1.2 Historic Structures

3.10.1.3 Integrated Pest Management Plan (IPM)

3.10.1.4 Painting

3.10.2 Roads and Grounds

3.11 Hospitality and Staff Services

3.11.1 Food Services

3.11.1.1 Vending Machines

3.11.2 Custodial Services

3.11.3 Laundry Services

3.11.4 Visual Arts and Technology (including Scientific Photography) . 105

3.12 Potential Future IDIQ Task Orders

3.12.1 Infrastructure Renewal

3.12.2 Facility Transition and Closure

3.12.3 Historic Structures and Related Assets

4.0 DELIVERABLES OF PERFORMANCE

4.1 Period of Performance

4.2 Place of Performance

4.3 Hours of Operation

4.4 Deliverables and Reports

4.4.1 Deliverable Acceptance Criteria

4.4.2 Documentation Standards

4.4.3 List of Deliverables and Reports

5.0 SECURITY REQUIREMENTS

5.1 PIADC Suitability Requirements

5.1.1 DHS Suitability Determination

5.1.2 Reinvestigation

5.1.3 Reporting of Arrests

5.2 Non-Disclosure

5.3 PIADC Security Plan, Policies and Procedures

5.4 Staff Requirement Other Security Clearances

5.4.1 FSS and HSDN Support and Other Staff as Determined by PIADC Security Manager

5.4.2 Security Clearance Requirements

5.4.3 Determinations of Clearance for Individuals

5.4.4 Interim Personnel Clearance Level

5.4.5 Denied Clearances

5.4.6 Issued Clearances

5.5 Select Agent Regulation and Personnel Reliability

5.6 PIADC-Specific Requirements

6.0 TRAVEL REQUIREMENTS

7.0 TECHNICAL EXHIBITS

8.0 DEFINITIONS AND ACROYNMS

8.1 Definitions

8.2 Acronyms

1.0 INTRODUCTION

The United States (US) Department of Homeland Security (DHS) is seeking to establish a contract with a company to provide high quality comprehensive center-wide support services at the Plum Island Animal Disease Center (PIADC), herein referred to as the “Facility”, located on Plum Island, New York. The Contractor shall provide labor, management, supervision, equipment, software, firmware, and materials (except those items which are Government furnished) for all services required for the safe, reliable, effective, efficient and compliant operations in support of the scientific mission at PIADC under normal, abnormal and emergency conditions.

The DHS Office of National Laboratories (ONL) is seeking a Center Wide Support Program (CWSP) Contractor to manage, operate, and maintain PIADC’s operational and scientific support activities for the Government. The CWSP shall coalesce these functions at PIADC that were previously performed under separate contracts by different vendors. The intent of this contract consolidation shall be to maximize efficiencies, streamline lines of authority, and reduce risk at PIADC. The purpose of this Statement of Work (SOW) is to describe the management and technical requirements of the CWSP for core services and task orders.

PIADC is a Government-owned, Government-operated Facility, and the Government will remain accountable for all performance at PIADC. The Contractor, in turn, is directly accountable for performance requirements specified under this contract.

The content of this Statement of Work (SOW) is designed to acquire outstanding operational services that shall support the following overarching goals (and will be aligned to critical outcomes as discussed in this SOW):

• Enable the Science Mission through Reliable Infrastructure and Services.

• Protect People, Property and the Environment.

• Be Trusted and Valued in Stakeholder Communities.

• Execute Sound Business and Management Practices.

2.0 BACKGROUND

2.1 PIADC Overview

The DHS Science and Technology (S&T) ONL has responsibility for the safe, reliable, secure, efficient and compliant operations of PIADC, which is located on Plum Island, New York, an 840-acre island located approximately one and one-half miles from the eastern end of Long Island’s North Fork. Transportation to and from PIADC is provided by a Government-owned, Contractor-operated ferry from both New York and Connecticut.

The history of Plum Island goes back to 1775 when one of the first engagements of the American Revolution occurred. In 1898, the United States Army built Fort Terry as a coastal defense during the Spanish-American War. After Foot and Mouth Disease (FMD) outbreaks in neighboring countries (1948 in Mexico and 1952 in Canada), Congress directed FMD research to be conducted off the US mainland. As a result, Congress transferred Plum Island to the United States Department of Agriculture (USDA) in 1952, at which point former Army facilities were modified to accommodate FMD research facilities. From 1954 to 1991, the Government operated and maintained these facilities, and since 1991, Operations and Maintenance (O&M) services have been contracted out. In 2003, Congress transferred responsibility for PIADC operations to DHS which continued to outsource O&M services. In 2014, DHS ONL made the determination to combine the majority of the Facility’s contracted services into one CWSP.

The introduction of high-consequence animal diseases into the US would have a devastating effect on the US economy and way of life. DHS and the USDA Animal and Plant Health Inspection Service (APHIS) and Agricultural Research Service (ARS) work collaboratively on Plum Island to protect the country from this risk. Specifically, the USDA conducts basic research to better understand these diseases and, based on that research, DHS is developing vaccines for high-consequence Foreign Animal Diseases (FADs). The USDA also maintains and continues to develop foreign animal disease diagnostic and forensics capabilities, trains US and international veterinarians to better diagnose diseases in the field, and maintains the North American FMD Vaccine Bank at PIADC.

Collectively, about 400 Federal and contracted personnel (approximately 310 operational and 90 scientific) currently work at PIADC with approximately 50% of the employees residing in New York and the remaining 50% residing in Connecticut. Current Federal and contracted personnel represent a variety of disciplines including scientific, animal care, administrative, financial, operations and maintenance management and staff, occupational health, security, and construction staff. Approximately 175 contracted personnel currently provide services that are expected to be covered under this SOW as part of the CWSP. The current staffing levels should only be considered as a rough guide for estimating future resource needs.

The operability of the PIADC Facility must be maintained on a 24/7 basis. The scientific workday typically occurs during normal business hours Monday-Friday (approximately 6AM – 6PM). However, the scientific work is routinely extended beyond those hours and, during other non-business hours including weekends. Contracted services are required to support high priority diagnostic work (e.g. transportation, courier services, and animal care).

2.2 Description of Facilities

PIADC refers to the 840 acre Plum Island as well as the Orient Point, NY Facility which is approximately 9 acres. PIADC is largely self-sufficient. The physical and operational infrastructure are, in many respects, similar to what would be required to support a small town, including potable water and waste water, steam, and back-up power generation.

The majority of research, diagnostics and training conducted at PIADC occur within Building 101 biocontainment , which is approximately 200,000 square feet and includes Biosafety Level 3 (BSL-3), Biosafety Level 3 Agriculture (BSL-3 Ag), Animal Biosafety Level 3 (ABSL-3) and associated equipment and machinery spaces. Research is also conducted in Building 100 in two Biosafety Level (BSL-2) laboratory suites (each approximately 2,200 square feet). Building 102 is an additional biocontainment space that houses the current effluent thermal decontamination plant. A new Waste Water Thermal Decontamination System (WWTDS) is under construction (transition to the new system is expected to occur in 2016). A significant part of the biocontainment facilities are more than 50 years old.

A 55,000 square foot administrative Building 100, which is connected to the biocontainment Facility, provides office space, meeting rooms, an auditorium, and a cafeteria.

Approximately 70,000 square feet of additional support buildings provide space for systems, equipment, storage and other items and services to support the PIADC mission. A map of Plum Island and its structures is included in a Technical Exhibit.

2.3 Key Management Focus Areas

DHS is interested in establishing a contract with a company that can bring leadership, management, technical capabilities, and innovative solutions in the following key focus areas of scientific and operational support. Additional details are provided in the respective management and technical sections within this SOW.

Quality Management: PIADC research and diagnostic activities are conducted within BSL-2, BSL-3, ABSL-3, and BSL-3 Ag facilities. Tier 1 and other high risk agricultural select agents are used. Facility operations have the potential to impact the environment and present a variety of industrial hazards on a daily basis. Accordingly, PIADC operates under a highly regulated environment for, among others, biological material/select agent management, animal welfare, security, information management, environmental protection, and worker safety and health. Regulatory requirements and standards in all of these areas continually evolve. Robust managerial approaches to assure sustained compliance are imperative. The Contractor shall demonstrate quality management competence and the ability to respond to an evolving regulatory climate. This includes the ability to certify/register to industry accepted standards and leverage best management practices to continually strengthen operational discipline and capabilities under normal, abnormal, and emergency conditions. Furthermore, the Contractor must ensure that their quality philosophy penetrates throughout all levels of their organization and is demonstrated in planning and executing all CWSP-related activities.

In addition to compliance assurance, human resource development and equipment, organizational reliability is of paramount importance to service delivery and mission continuity. As such, the Contractor shall foster learning and competency of its staff through continuous training and awareness. A systems approach to competency development, including monitoring the effectiveness of training as well as taking steps necessary when training is deemed ineffective, shall be required in order to deliver to current and emerging quality objectives. The Contractor shall also demonstrate awareness and capability to adopt contemporary management approaches used in High Reliability Organizations (HRO).

In addition, the Contractor shall utilize industry-accepted management practices to ensure Facility reliability. The Contractor shall satisfy the core principles and tenets of a reliability centered maintenance program for critical infrastructure that results in increased cost effectiveness, equipment longevity, machine uptime, and improved understanding of Facility and system risks.

Research and Scientific Program Support: The services performed under this contract have direct and indirect impacts on the PIADC research capacity. The Contractor shall have the ability to manage their own support activities that impact the Facility’s ability to attract and retain scientific staff and to support the creation and sustainment of an environment that fosters innovation. Among them are laboratory condition, cleanliness and order, capability to address laboratory upgrades and configuration changes, timely and error-free procurement and delivery of animals and materials, and timely equipment repairs and maintenance. The Contractor shall also be able to control their support work performed in laboratory areas during normal work hours so that impact to research operations is minimized.

Responsible Animal Care and Animal Facility Maintenance: Animal welfare is of critical importance to the PIADC mission. PIADC is committed to continual improvement in animal husbandry operations as well as alignment with the Association for Assessment and Accreditation of Laboratory Animal Care (AAALAC) certification criteria. The Contractor shall implement the necessary competencies and approaches to ensure appropriate animal care and use in all aspects of the research, training and diagnostics mission and supporting operational activities.

The integrity and functionality of animal areas (including isolation rooms, laboratory spaces, necropsy spaces, storage areas, corridors, etc.) are an essential component of PIADC’s biosafety, animal welfare programs, and other critical components that support the PIADC mission. Furthermore, the work environment in animal areas presents unique and somewhat complex hazards and biosecurity requirements that must be managed to prevent worker injuries, protect the environment, maintain biosafety and ensure fidelity of experiments. Accordingly, the condition of animal areas and associated spaces is of paramount importance. Additionally, the ability to minimize animal room cycle time between experiments, without compromising the quality of work, has a direct impact on the amount of research that can be conducted at PIADC. The Contractor shall implement capabilities and credible plans to meet these objectives.

Project Management: Services under this contract shall be managed in a highly projectized manner that is consistent with industry accepted standards and best practices (e.g. Project Management Body of Knowledge (PMBOK)). The Contractor shall plan, manage, and consistently and objectively measure cost, schedule, and quality of work required by this contract. Use of earned value as a key performance metric and management tool shall be a part of the Contractor’s plan which shall be approved by the Government. The Contractor shall provide creative and credible approaches to strengthen performance measurements of scope and schedule that are integrated with cost performance, particularly in areas that are traditionally treated as “level of effort”.

The Contractor shall continually improve the effectiveness and/or cost efficiency of work performed that will enable resources to be realigned, balanced, and focused on strategic opportunities and risk reduction. Management approaches that optimize the utilization of resources outside of normal working hours will be important to successful performance.

2.4 Other Management Considerations

In addition to addressing the management focus areas previously discussed, the Contractor shall be cognizant of and provide creative, effective and efficient approaches to address the following management considerations. Additional details are provided in the respective management and technical sections within this SOW.

National Bio- and Agro-Defense Facility (NBAF) Transition and PIADC Decommissioning:

For the past 60 years, the PIADC has served our nation as the primary Facility to conduct research on foreign animal diseases that threaten US animal agriculture. However, PIADC is nearing the end of its life-cycle and needs to be replaced in order to meet emerging research requirements and ensure the timely development of countermeasures in the event of an outbreak. Homeland Security Presidential Directive (HSPD) #9, issued in 2004, mandated the creation of NBAF to help protect and secure the nation's agriculture industry and food supply and to serve as a replacement to the PIADC Facility. Manhattan, Kansas was selected as the NBAF location after an extensive three-year site selection process that included a thorough risk assessment, environmental impact assessment, and security assessment. The NBAF will be built on a site at Kansas State University, adjacent to the existing Biosecurity Research Institute.

During NBAF construction, DHS’ and USDA’s scientific activities at PIADC shall continue and will incrementally transition to NBAF, with complete mission transition from Plum Island expected in August 2023 (contingent upon the NBAF construction schedule). The purpose of contract option periods beyond 2023 is to account for proper shut-down of the facilities and potential slips in the NBAF transition schedule. Due to the impracticability to clearly define these transition activities and precise timing, at this time, for proposal purposes, Offerors shall assume the scope of all options (Program Years) continue in a steady state through the entire ten year period of performance. The Contractor shall also be responsible to support the transitioning and decommissioning processes. It remains unclear what O&M activities will be impacted in order to have resources currently spent on those services shift to site closure and sale activities under future indefinite delivery/indefinite quantity (IDIQ) task orders. Upon completion of the Government’s transition plan, additional details regarding impacts to services within the scope of the Contractor will be provided.

Age of Facility: Many parts of the PIADC Facility are more than 60 years old. Although much of the Facility is well maintained, the Facility’s age often present challenges. Among them are spare parts availability, older technologies, a limited Information Technology (IT) and communications infrastructure, and the need to conduct asbestos encapsulation and abatement or both during routine maintenance. In addition, the Government desires to preserve PIADCs historical structures, such as those recognized as official historical assets.

The Contractor shall assist in the development and execution of solutions to these and other issues to sustain and/or improve the life expectancy of facilities and systems.

Recruitment: The remote location of the Facility, the length of time it takes to obtain security clearances, and access approvals, and Personnel Reliability Program requirements impact the ability to effectively and efficiently recruit and employ staff. The anticipated construction of NBAF and planned shutdown of PIADC may also affect recruitment and retention of employees.

Collective Bargaining: Approximately 130 O&M contract personnel are currently represented by the International Union of Operating Engineers, Local 30. Productive and constructive labor relations are vital to safe, effective and efficient operations and maintenance services. The Contractor shall keep the Government apprised of any labor relations issues that may impact PIADC operations.

Impact of Inclement Weather on Operations: The commute to and from Plum Island can have a significant impact on the performance as well as the morale of staff. As the Contractor shall be responsible for providing transportation for staff, it will be important for the Contractor to recognize this and be flexible in its regular planning efforts. During periods of inclement weather, it may be necessary to alter boat schedules or paths to the final destination in order to minimize negative impacts to staff well-being. As a result, the Contractor shall provide a systematic approach to advising the Director of Operations (DO) on alterations to the schedule as well as communicating appropriate messages to staff. For planning purposes, in addition to Federal holidays, PIADC Operations typically close down approximately five days per year due to inclement weather. This requires the Contractor to play a key role in the PIADC Incident Command System (ICS), including planning for on-site essential personnel and telecommuting situations.

3.0 PROGRAM MANAGEMENT AND OPERATIONAL

SERVICE REQUIREMENTS

The Contractor shall provide a robust management framework to manage contract expectations. The Contractor shall leverage effective program and quality management capabilities and resources in order to meet and continuously improve upon operational objectives. Pursuant to the Integrated Program Management Framework technical exhibit, the Contractor shall implement an efficient operating model that focuses on systematic planning efforts, building synergies amongst cross-functional/cross-agency teams, and establishes appropriate disciplines, standards, competencies, and technologies within each required service line. The Contractor shall promote an open forum that promotes knowledge transfer, anticipates obstacles and opportunities, builds strong customer connections and results in a high degree of customer satisfaction. Regular, open and objective communication shall play a critical role in determining the success of the program.

The following deliverables and components constitute the Government’s requirements for Program Management.

3.1 Program and Project Management

The Contractor shall provide effective project management capabilities with expertise in the planning, organizing and delineating of responsibility of the CWSP Program to meet PIADC goals (e.g. PIADC’s specific IT goals). Operations, maintenance and scientific support services shall all be considered elements of the broader Facility-wide program at PIADC. All operations, maintenance and scientific support will be “projectized” so that each category of work is definitized to its lowest practical level showing monthly planned scope and its coincident cost in a time-phased Performance Measurement Baseline (PMB).

The PMB is a major component of the project management plan.

The Contractor shall develop, implement and use a comprehensive project management plan based upon the principles discussed in the PMBOK Guide which shall include a work breakdown structure and requirements for monitoring and control of the effort required to meet all provisions of this Statement of Work. The Contractor shall provide a preliminary project management plan (see Technical Exhibit for template) to the Government with its proposal. The Contractor shall provide a final project management plan, subject to the Government’s approval, as part of the document submittal for the initial Integrated Baseline Review (IBR).

Within the first 12 months of performance, as verified by the IBR process described in this section, the Contractor’s project and earned value management system (EVMS) shall meet the key project and EVM practices (tailored as appropriate for the hybrid services-classical project environment at PIADC) in accordance with the following generally accepted guidelines and standards for project management:

• “Earned Value Management”, American National Standards Institute (ANSI)/Electronic Industries Association (EIA) 748-C (2013).

• “Practice Standard for Earned Value Management”, 2nd Edition, PMI (2011).

• “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”, 5th

Edition, PMI (2013).

• “Earned Value Management Guidance”, Version 1.1, Department of Homeland

Security (February 2007).

• “Integrated Program Management Report (IPMR) Data Item Description (DID)”, DI-MGMT-81861A Department of Defense (DOD) (2016).

The Contractor shall ensure compliance with the latest versions of these and other applicable standards and guidelines as they are revised, updated or re-issued. A description of PIADCs approach to EVM is included in a Technical Exhibit. The following specify additional requirements that shall be included in the Contractor’s project plan.

3.1.1 Contract Work Breakdown Structure (CWBS)

The Contractor shall develop and maintain the CWBS and CWBS dictionary and shall provide a preliminary CWBS and CWBS dictionary with their project management plan.

The CWBS shall provide the basis for further extension by the Contractor to lower levels during the performance of the contract. The Contractor shall extend the CWBS to the appropriate level required to provide internal management, surveillance and performance measurement. The Contractor shall use the CWBS as the primary framework for contract planning, budgeting and reporting of the cost, schedule and technical performance status to the Government. The Contractor shall analyze the system requirements in the SOW and specify the products and services that comprise the Contractor’s scope within the CWBS.

The Contractor shall include materials, subcontracts and other direct costs as discussed in the plug-in number technical exhibit as well as support as specified in the historical throughput technical exhibit. The Contractor shall maintain the CWBS during the execution of the contract as the CWBS and CWBS dictionary will be a key input into Integrated Baseline Reviews. Changes to the CWBS or associated definitions at any reporting level shall be performed in accordance with the Contractor’s Change Control process.

3.1.2 Performance Management System and Financial Management, Controls and Reporting The Contractor shall develop, implement, and monitor an internal performance management system to plan, schedule, budget, monitor, manage and report cost, schedule and technical status applicable to the contract. The Contractor's internal performance management system shall serve as the single, formal, integrated system that meets both the Contractor's internal project and quality management requirements and the requirements of the Government for timely, reliable and auditable performance information. The application of these concepts shall provide for early indication of contract cost, schedule and technical progress and challenges as well as ensure that planned results and/or acceptance criteria are achieved.

Earned value assessments, along with performance measures as defined by the Contractor’s Quality Management program, shall correlate with technical achievement, such as the relationship of planned cost and schedule to actual accomplishment. The outputs of this system shall be used as the basis to report detailed performance status during program management reviews and other status meetings.

The Contractor shall report Earned Value Management data as applicable to this contract in accordance with the requirements stated herein, and the Contract Performance Report (CPR) shall correspond to applicable CWBS elements. Data requirements for the CPR are in a Technical Exhibit, and shall include Formats 1, 2 and 5 as defined by the Department of Defense (DoD) Integrated Program Management Report (IPMR):

• Format 1 - Work Breakdown Structure (form 2734/1)

• Format 2 – Organizational Categories (form 2734/2)

• Format 5 - Explanations and Problem Analyses (form 2734/5)

In addition, the Contractor must be prepared each month to provide, review and discuss the following:

• Current staffing levels (or “head count”) compared to proposed staffing in the Human Resource Management Plan (HRMP) and/or latest baseline

• Definition and status of “metrics”, progress against key milestones and award fee measures, as applicable.

Monthly information requirements may be, added, removed or tailored at the request of DHS or through mutual agreement and concurrence between the Contractor and Government. CPR use is intended to be consistent with IPMR guidance (reference DI- MGMT-81861A), however, exceptions will be considered. The organization of data, grouping of WBS element by Control Account, and level of detail may be revised, if appropriate. The Contractor and DHS should view the CPR as a means to provide insight into spending, progress and forecasting therefore any revisions to the reporting format(s) should preserve this intent. Any changes to the standard CPR templates must be reviewed and approved by DHS prior to use.

Any computer programs that support the Contractor’s EVMS and contain DHS data will need to be approved by the PIADC Information Technology department, Information Technology Review Board (ITRB), and then certified and accredited onto the DHS network.

The Contractor shall generate CPRs and present these to DHS as part of coordinated monthly reviews.

The Contractor shall be prepared to self-declare conformance of their PM/EVMS against their Government-approved Project Management Plan three months after the contract transition period ends. The Government will commission an independent evaluation of the Contractor’s PM/EVMS plan to assure that the program meets Government’s requirements and objectives no later than the end of the base year. Government-required critical outcomes for all services as well as a sample award fee plan are provided within this RFP.

The Contractor shall develop and maintain their overall contract budget (on a rolling five year basis) and spend plans, and track all costs (e.g. labor including subcontracted resources, materials, equipment, and supplies, travel, other direct costs, indirect costs, etc.). The Contractor shall closely monitor actual expenditures against budgeted expenditures to determine whether the funds are being used judiciously for the purposes for which they were allotted and are consistent with the earned value management system. On an annual basis, 20 days after the completion of the third quarter, the Contractor shall provide a report of planned vs. actual costs for all expenditures associated with contract performance. The report shall cover the prior twelve-month period (fourth quarter of the previous year and first three quarters of the current year). The report shall be detailed enough to see differences between planned and actual costs at the specific material and service level.

On a monthly basis, the Contractor shall provide a generally accepted accounting principles (GAAP)-compliant “cafeteria report” which shall account for all revenue, expenses, inventory, etc. A template for the report is included as a Technical Exhibit.

3.1.3 Integrated Baseline Reviews (IBRs) and Joint Surveillance Reviews (JSRs) Early in the contract performance period and annually thereafter, the Government shall conduct an IBR which focuses on the realism of the Contractor’s integrated Performance Measurement Baseline (PMB), the appropriateness of their management policies and processes, and the implementation of earned value and quality measurement and sustainable performance methodologies. Baseline realism includes validation that the entire scope of work is captured, the timeline and resources required to meet this scope are reasonable, that all major risks have been identified and a plan to manage these risks provided.

Six months after the contract transition period ends the Contractor shall submit a comprehensive Performance Measurement Baseline (PMB) as part of their initial IBR. After completion of the first 12 months of performance, IBRs will be conducted annually and be preceded by annual planning guidance that is issued by DHS which will specify scope funding considerations.

The Contractor or Government may schedule additional IBRs as deemed appropriate based on IBR results and/or a substantial change to the baseline until the Contractor demonstrates that they have implemented a sustainable project management approach that meets contract requirements.

IBRs shall be complemented by Government-led Joint Surveillance Reviews (JSRs) as well as the Contractor’s Program Management Reviews (as discussed in the Program Management Reviews section). JSRs will be conducted at the midway point between annual IBRs and serve to drive continuous improvement in project management and sustainable performance methodologies.

3.1.4 Application of Project Management Requirements to Subcontractors Performance of all subcontracts shall be captured in the Prime Contractor’s project management and quality management systems. Per the EVMS Description technical exhibit, the Contractor shall flow-down EVM and the reporting requirements to major or critical subcontractors.

The Contractor shall be responsible for managing contract performance, including planning, placing, and administering subcontracts as necessary to ensure the lowest overall cost and technical risk to the Government. At any time during contract performance, if the Contractor believes it can obtain supplies or services more effectively and/or efficiently than the manner which it is currently being obtained, the analysis shall be presented to the Government for review and assessment. This applies to both subcontracted opportunities and items or work efforts that may be better produced or performed by the Contractor.

3.1.5 Integrated Master Schedule (IMS)

The Contract shall provide and maintain an IMS consisting of the following characteristics:

• Consistency with the CWBS;

• Includes all work for a 12 month period (typically fiscal year), including Contractor or supplier and subcontractor;

• Sufficient details such that critical and high risk efforts and milestones are identified and planned as realistically as possible to assure successful execution. The IMS shall be extended and expanded as the contract is executed and additional insight is needed (for example, scope changes to existing work packages, additional details provided on summary planning packages);

• Reflects those risks identified and documented in the Contractor’s Risk Management Plan;

• A current, integrated view of the contract or agreement that is consistent with resource plans, Contract Performance Reports, and other approved documentation;

and,

• Used for performance measurements and reported against monthly.

The Contractor shall use the Government-provided Computerized Maintenance Management System (CMMS), currently Maintenance Connection, to develop their IMS and continually execute, monitor and measure progress in meeting program requirements.

Information pertaining to Contractor schedule which is delivered to the Government or presented at program reviews shall originate from these IMS tools. The Contractor shall perform appropriate analyses of the IMS tasks of schedule performance, report potential or existing problem areas and recommend corrective actions to eliminate or reduce schedule impacts and vulnerabilities.

As part of the IBR process, the Contractor shall deliver an IMS for each IBR that includes a resource-loaded detailed schedule for the remainder of each option period. The Contractor shall provide a time-phased cost baseline, generated from the resource-loaded schedule.

The Government shall approve the IMS during the initial IBR series. Key milestones shall be assigned an earned value weighting factor for performance measurement to be evaluated during the IBR.

3.1.6 Human Resource Management Plan

3.1.6.1 Human Resource Management Plan

The Contractor shall develop and maintain a Human Resource (HR) Management Plan in accordance with the Government provided plan template (see Technical Exhibit). The HR Management Plan shall be submitted with the Offeror’s proposal and a final version shall be submitted six months of performance for the Government’s review and acceptance. The plan shall be continuously maintained, reviewed and accepted by the Government upon each IBR. The plan shall be comprehensive and address all aspects of staff management including, among others, as specified by the template, staffing levels and schedules (full time, part time, hours/shifts), recruitment and retention strategies, approaches to collective bargaining, minimum qualifications for each staff member and approaches to on-going training, competency, and qualification development. It shall also address processes to manage, document and record off-site and telecommuting services.

3.1.6.2 Training, Competencies, and Qualifications

All staff hired to perform services under this contract shall be deemed qualified to perform their assigned tasks consistent with the requirements specified in the Contractor’s Human Resources Management Plan. The ongoing training program, as described in the Human Resource Management Plan, shall incorporate the instructional requirements necessary to sustain and strengthen, as appropriate qualified personnel to operate and maintain the Facility and provide services required by this contract in a safe manner under normal, abnormal, and emergency operational conditions at a degree consistent with the risks associated with their assigned responsibilities. The training program shall be developed to be in compliance with Facility requirements and applicable regulations. Also, in addition to other standards specified or referenced in this SOW, the Contractor shall consider the tenets of the Federal Buildings Personnel Training Act (PL 111-308), which requires all Federal personnel providing building operations and maintenance services to demonstrate competency in their performance areas. The training program shall be regularly evaluated for adequacy and effectiveness and revised as appropriate to reflect industry experience as well as changes to the Facility, procedures, regulations, and quality assurance requirements.

Sufficient records shall be maintained by the Contractor to maintain program integrity and kept available for inspection to verify the adequacy of the program.

The Contractor shall take a systems approach to training which means that the program shall include the following five elements which should be tailored commensurate with the relative risk of job performance for each position:

(1) Systematic analysis of the jobs to be performed.

(2) Learning objectives derived from the analysis which describes desired performance after training.

(3) Training design and implementation based on the learning objectives.

(4) Evaluation of trainee mastery of the objectives during training.

(5) Evaluation and revision of the training based on the performance of trained personnel in the job setting.

It is understood that full implementation of a training program as defined above will take time. Accordingly, the Contractor shall integrate steps to fully implement and mature their training program within their Performance Measurement Baseline (PMB) such that all personnel are fully trained as appropriate to meet contract requirements within 18 months of performance. The plan within the PMB shall be realistic and sufficiently detailed to enable objective cost and schedule performance measurement through its completion. Any changes to the plan shall follow the Contractor’s Change Control process. Besides Contractor – provided training, the Contractor shall anticipate approximately 16 hours per person annually for DHS required training such as general safety, environmental, biosafety, biosecurity, emergency preparedness, information systems security and privacy, and security training. A sample listing of such training is provided in a Technical Exhibit.

3.1.6.3 Key Personnel

The Prime Contractor Program Manager shall be considered “key personnel” as defined in HSAM 3015.204-3, for performance under this contract. The Program Manager shall have a Bachelor degree in an engineering, scientific, or technical field and a minimum of 5 years of experience successfully managing organizations with a unionized workforce in the facilities operations and maintenance services industry comparable in size, risk, and complexity (e.g. range of services, 24/7/365) to PIADC. The Program Manager shall possess a balance of technical, interpersonal, conceptual, team building, communication, trust building, and conflict management skills to be an effective leader and manager.

Experience leading and managing organizations in environments that require a high degree of operational discipline reliability (e.g. nuclear power industry) is highly desirable.

Project Management Professional (PMP) certification is required and shall be maintained throughout the course of the contract. ICS 300 Certification is required within 12 months of performance.

In addition to a resume and letter of intent for the proposed program manager, due to the importance of public trust in the position and the impact of delays in filling it on contract performance, a letter shall be provided with the proposal demonstrating that due diligence steps have been taken to provide assurance that the individual proposed has a high likelihood of meeting DHS suitability, Select Agent Program, and PIADC personnel reliability program requirements. The letter shall demonstrate that at a minimum the following steps have been taken:

• Criminal background check

• Financial status check (credit rating, foreclosures, bankruptcy)

• Completion of PIADC Personnel Reliability Program (PRP) Attachment C: PIADC

Guidance for Supervisor Assessment of Personnel for Enrollment into PIADC PRP.

A report on the results or this assessment shall be provided with a signed recommendation for the individual as Program Manager from a Company Officer.

The Government shall have the right to evaluate key personnel. The Contractor shall make no change to key personnel without the Government’s written consent. Conversely, at their discretion, the Government shall have the right to require the Contractor to remove or replace key personnel.

3.1.6.4 Required Licenses and Certifications

Several functions performed under this contract have minimum required licenses and certifications based on regulatory or other standards/requirements. They are specified in the Required Licenses and Certifications Technical Exhibit.

3.1.6.5 Offsite Work Plan

The Contractor shall be responsible for developing, implementing and monitoring an off-site work plan for certain staff to work offsite in a telecommuting capacity. This plan should include records accounting for actual work conducted during unplanned closures. The Contractor shall provide this within the Human Resource Management Plan for the Government’s review and approval prior to implementation.

3.1.7 Other Management Requirements

3.1.7.1 Supervisory Presence

DHS PIADC O&M activities have traditionally operated on a three shift/24 hour period basis, i.e., 7:00 a.m. – 3:00 p.m., 3:00 p.m. – 11:00 p.m. and 11:00 p.m. – 7:00 a.m. The Contractor shall provide “shift supervisors” who are to be located on-island on a 24/7 year-round basis so as to monitor the activities to achieve measurable performance of their respective shift personnel. The Contractor shall define a roster of on-site shift supervisors and provide a 24/7 on-site shift supervisor schedule. All on-site shift supervisors shall have responsibility and authority to direct and oversee all work being performed by Contractor and sub-contractor employees during the shift. During normal working hours, the shift supervisor shall not have any other duties other than overseeing work during the shift. The Contractor shall be authorized to call in additional contracted resources to address issues considered to be urgent (e.g. support of APHIS diagnostic priority samples, conditions that compromise the operability or reliability of critical systems, etc.). The Contractor shall ensure that each shift supervisor has the required clearances to access the entire Facility and has broad knowledge of the operations under normal, abnormal and emergency response conditions. The Contractor shall ensure that all shift supervisors achieve ICS 300 certification within the first 12 months of performance. ICS courses shall be provided by the Government.

3.1.7.2 Work Planning and Control

All work or projects performed by the Contractor shall be effectively and efficiently planned, managed, authorized and controlled in a manner commensurate with risk, scale, and complexity. The Contractor shall utilize and continually improve the Government-provided work planning and control process and CMMS to assure that all work is properly planned and controlled. It shall include provisions for work requests from all PIADC staff and communication of status throughout the life-cycle of the work. Within this process, the Contractor shall assure that potential environment, safety, health and security issues/risks are identified and appropriately controlled. The Contractor shall solicit and address worker feedback to understand and prioritize work that is and shall be conducted, what functional areas, equipment, and ancillary services (e.g.