Amendment_0007.pdf

N0002413NR63009

AMENDMENT OF SOLICITATION/MODIFICATION OF CONTRACT

Except as provided herein, all terms and conditions of the document referenced in Item 9A or 10A, as heretofore changed, remains unchanged and in full force and effect.

15A. NAME AND TITLE OF SIGNER (Type or print)

30-105-04EXCEPTION TO SF 30

APPROVED BY OIRM 11-84

STANDARD FORM 30 (Rev. 10-83) Prescribed by GSA

FAR (48 CFR) 53.243

See the attached.

1. CONTRACT ID CODE PAGE OF PAGES

R 1 36

16A. NAME AND TITLE OF CONTRACTING OFFICER (Type or print)

16C. DATE SIGNED

BY 15-Aug-2013

16B. UNITED STATES OF AMERICA15C. DATE SIGNED15B. CONTRACTOR/OFFEROR

(Signature of Contracting Officer)(Signature of person authorized to sign)

8. NAME AND ADDRESS OF CONTRACTOR (No., Street, County, State and Zip Code) X N00024-13-R-4305

X 9B. DATED (SEE ITEM 11)

22-May-2013

10B. DATED (SEE ITEM 13)

9A. AMENDMENT OF SOLICITATION NO.

11. THIS ITEM ONLY APPLIES TO AMENDMENTS OF SOLICITATIONS

X The above numbered solicitation is amended as set forth in Item 14. The hour and date specified for receipt of Offer is extended, X is not extended.

Offer must acknowledge receipt of this amendment prior to the hour and date specified in the solicitation or as amended by one of the following methods:

(a) By completing Items 8 and 15, and returning copies of the amendment; (b) By acknowledging receipt of this amendment on each copy of the offer submitted;

or (c) By separate letter or telegram which includes a reference to the solicitation and amendment numbers. FAILURE OF YOUR ACKNOWLEDGMENT TO BE RECEIVED AT THE PLACE DESIGNATED FOR THE RECEIPT OF OFFERS PRIOR TO THE HOUR AND DATE SPECIFIED MAY RESULT IN REJECTION OF YOUR OFFER. If by virtue of this amendment you desire to change an offer already submitted, such change may be made by telegram or letter, provided each telegram or letter makes reference to the solicitation and this amendment, and is received prior to the opening hour and date specified.

12. ACCOUNTING AND APPROPRIATION DATA (If required)

13. THIS ITEM APPLIES ONLY TO MODIFICATIONS OF CONTRACTS/ORDERS.

IT MODIFIES THE CONTRACT/ORDER NO. AS DESCRIBED IN ITEM 14.

A. THIS CHANGE ORDER IS ISSUED PURSUANT TO: (Specify authority) THE CHANGES SET FORTH IN ITEM 14 ARE MADE IN THE

CONTRACT ORDER NO. IN ITEM 10A.

B. THE ABOVE NUMBERED CONTRACT/ORDER IS MODIFIED TO REFLECT THE ADMINISTRATIVE CHANGES (such as changes in paying office, appropriation date, etc.) SET FORTH IN ITEM 14, PURSUANT TO THE AUTHORITY OF FAR 43.103(B).

C. THIS SUPPLEMENTAL AGREEMENT IS ENTERED INTO PURSUANT TO AUTHORITY OF:

D. OTHER (Specify type of modification and authority)

E. IMPORTANT: Contractor is not, is required to sign this document and return copies to the issuing office.

14. DESCRIPTION OF AMENDMENT/MODIFICATION (Organized by UCF section headings, including solicitation/contract subject matter where feasible.)

10A. MOD. OF CONTRACT/ORDER NO.

2. AMENDMENT/MODIFICATION NO. 5. PROJECT NO.(If applicable)

6. ISSUED BY

3. EFFECTIVE DATE

15-Aug-2013

CODE

NAVAL SEA SYSTEMS COMMAND

1333 ISAAC HULL AVE SE - MAIL STOP 2030

WASHINGTON NAVY YARD DC 20376-2030

N00024 7. ADMINISTERED BY (If other than item 6)

4. REQUISITION/PURCHASE REQ. NO.

CODE

See Item 6

FACILITY CODECODE

EMAIL:TEL:

N00024-13-R-4305

SECTION SF 30 BLOCK 14 CONTINUATION PAGE

The following items are applicable to this modification:

SUMMARY OF CHANGES REVISED

The purpose of this amendment to solicitation number N00024-13-R-4305 is as follows: 1) provide responses to bidders’ questions under Enclosure #1; 2) update Section B; 3) update Section C; 4) update Section G; 5) update Section H; 6) update Section J; and 7) update Section L. Accordingly, the solicitation is amended as follows:

1. Responses to bidders’ questions NAVSEA 016 Rev 1, 032, 040 Rev 1, 054 Rev 1, 055, 057, 058, 065, 070, 076, 081, 082, and 084 - 095 are provided in Enclosure 1 to this amendment.

2. Under SECTION B - SUPPLIES OR SERVICES AND PRICES, the following changes have been made:

a. In response to NAVSEA Question 016 Rev1, 032, 054 Rev 1, 058, 065, 070, 082, 084, and 085 the contract type for CLINs 0110-0140 have changed from FFP to CPAF/CPIF:

CLIN 0110

The contract type has changed from FFP to CPAF/CPIF.

CLIN 0120

CLIN 0130

CLIN 0140

b. CLIN 0600 Description has been revised to read as follows:

From:

ITEM NO SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT

0600 PROVISIONED ITEMS ORDER

FFP

1 Lot

PROVISIONED ITEMS ORDER (PIO) FOR ITEMS 0100, 0200, 0300, AND (IF

EXERCISED) OPTION ITEM(S) 0110-0140, 0210-0240, 0310-0340, 0400-0440, 0700,

AND 1010-3180

SEE SECTION C

FOB: Destination

NET AMT

To:

ITEM NO SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT

0600 PROVISIONED ITEMS ORDER

FFP

1 Lot

PROVISIONED ITEMS ORDER (PIO) FOR ITEMS 0100, and 0200 (IF EXERCISED) OPTION ITEM(S) 0110-0140, 0210-0240, 1010-1165, and 3010-3180

SEE SECTION C

SEE NOTE H

FOB: Destination

NET AMT

c. The following Section B Note E has been revised in its entirety with the following to reflect CLINs 0100-0140:

NOTE E – INSTRUCTIONS FOR PROPOSING FEE FOR EXECUTION PLANNING AND REPAIR

AND ALTERATION REQUIREMENTS, PLANNED MAINTENANCE (CLINs 0100 - 0140)

Offerors shall propose a fee of nine point two three two percent (9.232%) of the proposed CLIN/Sub-CLIN cost, which includes four percent (4.000%) award fee and five point two three two percent (5.232%) incentive fee, as stated in the clause “DETERMINATION OF FEE” (note that the overall proposed fee of 9.232% is not the same as the maximum overall fee of 11.232%, the difference being 2% between the target cost incentive fee of 4.00% and the maximum cost incentive fee of 6.00%). The Government will NOT permit the “tiering” of profit or fee on any subcontract. The Government will NOT permit any “profit-on-profit” or “fee-on-fee” on any subcontract. The only exception to this requirement is a subcontractor awarded a fixed price contract in a competitive environment where cost and pricing data was not available. Subcontractors shall propose fee of no more than 9.232%.

d. The following note has been added to Section B:

NOTE H – INSTRUCTIONS FOR PROPOSING FEE FOR PROVISIONED ITEM ORDERS

For ordering material in support of CLINs 0100-0240, 0600, 1010-1165, and 3010-3180, see Section C Provisioned Items Order (PIO) (NAVSEA) (NOV 1996). The fixed fee in any orders placed in this section shall be no greater than (TBD%)* of the total estimated cost of any materials.

*Fee percentage to be negotiated by the ordering officer upon placement of the order, however shall be no more than a maximum of 6%.

e. As a result of adding NOTE H, reference to this note has been added to each of the following

CLINs under Section B: CLINs 0100-0240, 1010-1165, and 3010-3180.

f. Under the Determination of Fee Clause, paragraph C.1.b under Award Fee has been modified to include CLINs 0110-0140:

b. It will also include execution planning, repair and alteration (CLINs 1010 - 1165 and 3010 - 3180)) and Planned Maintenance (CLIN 0100 Only) work completed within the Award Fee Evaluation Period.

b. It will also include execution planning, repair and alteration (CLINs 1010 - 1165 and 3010

- 3180)) and Planned Maintenance (CLIN 0100 - 0140) work completed within the Award Fee Evaluation Period.

g. In response to NAVSEA Question 093, the Management and Technical evaluation criteria table has been replaced in its entirety with the following, where changes have been marked in bold:

MANAGEMENT (60%)

DARK BLUE PURPLE GREEN YELLOW RED

100-94 93-80 79-65 64-51 50-0

CONTRACTOR'S

MANAGEMENT

SYSTEM

CONTRACTOR'S

MANAGEMENT

SYSTEM

CONTRACTOR'S

MANAGEMENT

SYSTEM

CONTRACTOR'S

MANAGEMENT

SYSTEM

CONTRACTOR'S

MANAGEMENT

SYSTEM

Management System

Effectiveness

Management System Effectiveness

Management System

Effectiveness

Management System

Effectiveness

Management System

Effectiveness

Contractor’s management system demonstrates a policy of total corporate commitment from the deck plate supervision up through upper

Contractor’s management system actively engages in continuous process improvements throughout the organization as evidenced by products such as

Contractor’s management system delivers effective planning and production actions that result in on time completion. The management system is effective in

Management has not demonstrated effective planning and production actions resulting in adverse impact to cost and/or schedule. Govt.

intervention is

Management system does not work effectively, requiring Govt.

intervention to prevent avoidable incidents such as violations of quality and safety management. It is evident that the management is effective in development and implementation of process improvements as seen through products such as execution planning and production efforts. The proactive management approach facilitates a totally coordinated and integrated production effort across the full spectrum of government and contractor entities.

Contractor management (deck plate & above) is proactive, continually implementing process improvements and enhancing customer relations. Upper management is actively involved in management of the availability, efficiently coordinating all production efforts.

execution planning and production efforts.

Management fosters a cooperative customer service program that anticipates and identifies the needs of Ship’s Force and other Government activities (subs, AIT, SIMA and Ship’s force).

Contractor integrates ship’s work, training and habitability requirements into the overall production plan, maximizing efficiencies and maintaining schedule and cost.

The Contractor is effective in coordinating all production work/efforts (subs, AIT, Government Activities and Ship’s Force).

utilizing lessons learned to identify and preclude adverse incidents that place personnel at risk, damage government property, impact schedule, cost or quality.

Management is responsive to availability fluctuation and incorporates ship’s force and other government activity requirements. The contractor manages schedules and tracks all availability activities, identifying problems and coordinating resolutions while maintaining schedule.

required to prevent adverse incidents that place personnel at risk, damage government property, impact schedule, cost or quality. Contractor failed to successfully incorporate lessons learned, which resulted in repetitive adverse conditions.

Customers are not satisfied with the results of management’s decisions. All production efforts are not effectively coordinated.

requirements.

Systems do not provide adequate response to changes in work scope, operational or crew training requirements, and have major impact to schedule or cost.

Customers are dissatisfied with many processes.

Subcontractors and all other production efforts (AIT, SIMA and ship’s force) are not coordinated.

Contractor fails to preclude avoidable incidents such as fire, flooding or serious personal injury. (Examples include but are not limited to tag out violations, failure to maintain fire watches or docking incidents. Safety violations are of extreme importance).

Contractor management provided timely notification of excess funds by the 50-60% point in the avail.

management provided timely notification of excess funds by the 60-75% point in the avail.

provided notification of excess funds by the 75-90% point in the avail.

provided notification of excess funds by end of the avail.

provided no notification of excess funds.

ensured average turnaround time for

Contractor management ensured average turnaround time for

Contractor management ensured average turnaround time

Contractor management allowed average turnaround time for

Contractor management allowed average turnaround time pricing growth was within 3 days and settled cost to proposed cost ratio was 95% or greater.

pricing growth was within 5 days and settled cost to proposed cost ratio was 90% or greater.

for pricing growth was within 10 days and settled cost to proposed cost ratio was 90% or greater.

pricing growth to exceed 10 days.

for pricing growth to exceed 15 days.

ensured EAC/BAC ratio remained within + or – 5% for the last 25% of the avail.

provided final EAC/BAC Ratio by the end of the avail.

management did not provide final EAC/BAC Ratio until after the end of the avail.

management poorly implemented and or communicated projections based on their cost control management system.

management did not implement or communicate projections based on their cost control system.

integrated ship’s force, RMC, and AIT work packages with NO impact to any milestones.

Highly effective communication, coordination and information sharing between Alteration Installation Teams (AITs), OEMs, government agencies, Planning Yard (PY), Prime contractor, each original building yard (MMC and Austal), and its significant subcontractors.

force, RMC, and AIT work packages with NO impact to major milestones and minimal impact to minor milestones.

Effective communication, coordination and information sharing between Alteration Installation Teams (AITs), OEMs, government agencies, Planning Yard (PY), Prime contractor, each original building yard (MMC and Austal), and its force, RMC, and AIT work packages with NO impact to major milestones.

Routine communication, coordination and information sharing between Alteration Installation Teams (AITs), OEMs, government agencies, Planning Yard (PY), Prime contractor, each original building yard (MMC and Austal), and its

Coordination plan is not sufficient, or planned schedules were impacted.

Manages to communication, coordination and information sharing between Alteration Installation Teams (AITs), OEMs, government agencies, Planning Yard (PY), Prime contractor, each original building yard (MMC and Austal), and its

No coordination plan existed.

Does not manage to communication, coordination and information sharing between Alteration Installation Teams (AITs), OEMs, government agencies, Planning Yard (PY), Prime contractor, each original building yard (MMC and Austal), and its

All Change Order Pricing Agreements (COPA)s submitted provided detailed estimates with trade and subcontractor breakdowns.

Cost proposals provided details facilitating negotiation, including subcontractor supporting documents and complied with cost or pricing data

Contractor complied with cost or pricing data submission requirements of

FAR 52-512-21

without additional detail supporting negotiations.

No trade or subcontractor breakdown submitted with pricing.

Justification provided for costs were inadequate.

submission requirements of

FAR 52.512-21.

Production schedule was submitted IAW NAVSEA Std Item 009-60 with significant issues highlighted and updated accurately as they occurred.

Scheduling system established and submitted IAW NAVSEA Std Item 009-60 with no discrepancies.

established and submitted IAW NAVSEA Std Item 009-60 with minor discrepancies.

Planned activities supported contract milestones.

not sufficient to integrate planned activities from multiple maintenance providers. Progress updates were inaccurate or late.

No scheduling system maintained, and or no progress updates provided.

In assessing the Contractor’s management, evaluators will consider, among other things, facts applicable to technical, schedule, and cost sub-factors.

management, evaluators will consider, among other things, facts applicable to technical, schedule, management, evaluators will consider, among other things, facts applicable to management, evaluators will consider, among other things, facts applicable to management, evaluators will consider, among other things, facts applicable to technical, schedule, and cost sub-factors.

The Contractor utilized the DoD Supply System to the fullest extent possible while considering the cost and schedule goals.

Over time, did the number of Demand Only Transactions reduce? The Contractor helped the Navy’s endeavor to maximize the use of the DoD Supply System and reduce Total Ownership Cost (TOC).

The Contractor utilized the DoD Supply System for 90% of material while achieving cost and schedule goals. Over time, did the number of Demand Only Transactions reduce?

The Contractor helped the Navy’s endeavor to maximize the use of the DoD Supply System and reduce Total Ownership Cost

(TOC).

The Contractor utilized the DoD Supply System for 80% of material while achieving cost and schedule goals.

Over time, the number of Demand Only Transactions remains the same?

The material received had some minor issues but were resolved

The Contractor utilized the DoD Supply System for only 70% of the material availability and the submittal of Demand Transaction increased. The material received sometimes does not meet engineering specifications.

The Contractor utilized the DoD Supply System for only 60% of the material availability. The submittal of Demand Only Transactions had a significant increase.

There were numerous material issues that affected cost and schedule as well as not meeting engineering specifications.

The Contractor creates large reductions in Total Ownership Cost by proactively integrating planned maintenance, WAF/Tag Out, The Contractor creates moderate reductions in Total Ownership Cost by proactively integrating planned maintenance, WAF/Tag Out, OEM efforts, management

The Contractor reduces Total Ownership Cost by routinely integrating planned maintenance, WAF/Tag Out, OEM efforts, The Contractor reduces Total Ownership Cost by integrating planned maintenance, WAF/Tag Out, OEM efforts, management of

The Contractor creates only a small or no reduction in Total Ownership Cost by integrating planned maintenance, WAF/Tag Out, OEM efforts, management of special tools and new Force Revisions into every availability.

The Contractor proactively applies PM lessons learned to create efficiencies and large reductions in man-hour expenditures.

of special tools and new Force Revisions into every availability. The Contractor effectively applies PM lessons learned to create efficiencies and moderate reductions in man-hour expenditures management of special tools and new Force Revisions into every availability.

The Contractor routinely applies PM lessons learned to create efficiencies to reduce man-hour expenditures.

special tools and new Force Revisions into most availabilities. The Contractor applies PM lessons learned to create efficiencies to reduce man-hour expenditures.

OEM efforts, management of special tools and new Force Revisions into availabilities. The Contractor does not effectively apply PM lessons learned to create efficiencies to reduce man-hour expenditures.

The contractor proactively optimizes the Fly Away Team composition to maximize performance of maintenance at locations away from home port while minimizing travel expenses.

The contractor effectively optimizes the Fly Away Team composition to maximize performance of maintenance at locations away from home port while minimizing travel expenses.

The contractor routinely optimizes the Fly Away Team composition to maximize performance of maintenance at locations away from home port while minimizing travel expenses.

The contractor optimizes the Fly Away Team composition maximize performance of maintenance at locations away from home port while minimizing travel expenses.

The contractor does not or does little to optimize the Fly Away Team composition to maximize performance of maintenance at locations away from home port and/or expends excessive and unnecessary travel funds.

The contractor proactively ensures all PM material, parts and tools are on station to support planned PM work package and nearly eliminates all checks deferred as a result of lack of required materials, parts and tools.

The contractor effectively ensures all PM material, parts and tools are on station to support planned PM work package and eliminates most checks deferred as a result of lack of required materials, parts and tools.

The contractor routinely ensures PM material, parts and tools are on station to support planned PM work package nearly eliminates checks deferred as a result of lack of required materials, parts and tools.

The contractor ensures PM material, parts and tools are on station to support planned PM work package and eliminates some checks deferred as a result of lack of required materials, parts and tools.

The contractor does not or does little to ensure PM material, parts and tools are on station to support planned PM work package and/or defers an excessive number of checks as a result of lack of required materials, parts and tools.

– Were contractor actions and decisions in keeping with the Navy desire to reduce cost/time of maintenance?

– Were contractor recommendations focused on efficiency as well as effectiveness, including use of lean mfr.

Process?

– Did contractor demonstrate effective application of lessons learned to improve performance and efficiency?

– Did the customer’s housekeeping expectations exceed the requirements in NAVSE Std. Items, resulting in additional cost?

– The contractor’s overall approach to the program is reflected in all other areas of CPARS. Without effective, proactive management the scores in CPARS categories would be directly affected.

– Has the contractor demonstrated an overall improvement in performance (avail to avail) vice just during one discreet award fee period?

– Has the contractor demonstrated reduction in Total Ownership Cost (TOC)/cost savings through the use of process improvement initiatives?

– Did the contractor use the DoD Supply System as the first source of material required?

TECHNICAL (40%)

DARK BLUE PURPLE GREEN YELLOW RED

100-94 93-80 79-65 64-51 50-0

CONTRACTOR'S

TECHNICAL

PERFORMANCE

CONTRACTOR'S

TECHNICAL

PERFORMANCE

CONTRACTOR'S

TECHNICAL

PERFORMANCE

CONTRACTOR'S

TECHNICAL

PERFORMANCE

CONTRACTOR'S

TECHNICAL

PERFORMANCE

Technical Technical Technical Technical Technical

Reports, execution planning products, procedures and data requirements were comprehensive, accurate and timely.

Reports effectively identified all potential problem areas.

Timely submittals of all reports, execution planning products, procedures and data requirements with no major deficiencies.

Reports, execution planning products, procedures and data requirements submitted on time with minor deficiencies.

Corrected reports reissued satisfactorily and promptly.

Reports, execution planning products, procedures and data requirements were submitted late with both minor and major deficiencies.

Little or no communication with the Government regarding performance on the contract. Very slow response to contract issues.

Reports were submitted significantly late, or not at all, with major deficiencies.

Many major deficiencies with no effort to meet contractual commitments.

All disturbed systems were fully operational at contract completion.

Ship’s force was able to operate all equipment as designed. No Casualty Reports (CasReps) submitted on contractor work.

Superior assistance to meet ship’s force needs during the availability (i.e.

temp A/C, power, ventilation).

Noted discrepancies were minor and did not affect system integrity. Excellent work-around to support ship’s force during repair availability.

Repair in accordance with work item specifications completed on time and met repair requirements with minor discrepancies.

Many discrepancies requiring ship’s force to modify standard operating configurations. Two or more CasReps, on systems worked by the contractor, were issued by ship’s force.

Corrective actions have not been identified or appear only marginally effective.

Contractor unresponsive to provided technical direction resulting in significant cost overruns or schedule slippage.

Ship unable to meet scheduled commitments due to faulty systems/equipment specified for repairs by the contractor.

No contractor -responsible material issues affecting production schedules. Few minor issues were communicated and quickly resolved without impact to availability end date and internal

No contractor-responsible material issues affecting production schedules. Few minor issues were communicated and quickly resolved without impact to availability end date.

Material correctly inventoried, stored and tracked during availability. The few issues noted were properly disclosed and corrective actions were taken to avoid re-occurrence.

Material correctly inventoried, stored and tracked during availability.

Significant issues were noted and extra effort was required to correct.

No apparent safeguards for material in place.

Numerous items lost, damaged, or unaccounted for.

No ability to track material and no effort to return unused material.

milestones.

Comprehensive quality assurance program utilized.

Quadrennial Defense Review (QDR) average response time was 2 days or less and the greater majority provided acceptable responses.

Comprehensive QA program utilized.

QDR response time was, on average, within 3 days of issuance.

QA program successfully utilized with only minor faults. QDR response time was, on average, within 5 days of issuance.

QA program is insufficient as noted by significant quality issues affecting various systems or components.

Contractor not in compliance with their own QA Program

The contractor provided repair recommendations that saved the government significant money and/or time.

The contractor provided repair recommendations that saved the government money and/or time.

recommendations that were effective for the problems encountered and were effectively implemented.

recommendations that did not adequately address the problems encountered or were not effectively implemented. Slow response to provided technical information or failure to identify faulty information in a timely fashion resulted in cost overruns and missed milestones.

The contractor did not provide repair recommendations, but relied on the government to solve production problems Not able to meet contractual requirements.

Serious problems for which the corrective actions were ineffective.

On numerous occasions, the contractor provided timely feedback to LCSRON to reduce/eliminate incorrect Maintenance Requirement (MR) checks or suggest improvements for the benefit of the Navy.

Sometimes, the contractor provided timely feedback to LCSRON to reduce/eliminate incorrect Maintenance Requirement (MR) checks or suggest improvements for the benefit of the Navy.

When pressed, the contractor provided timely feedback to LCSRON to reduce/eliminate incorrect Maintenance Requirement (MR) checks. All suggested improvements did benefit the Navy.

Rarely, the contractor provided feedback to LCSRON to reduce/eliminate incorrect Maintenance Requirement (MR) checks. Suggested improvements sometimes benefited the Navy.

The contractor did not provide feedback to LCSRON to reduce/eliminate incorrect Maintenance Requirement (MR) checks or suggest improvements for the benefit of the Navy.

The contractor followed the LCS Tag Out Procedures and used the most current version of the MR card based on the current

The contractor followed the LCS Tag Out Procedures and used the most current version of the MR card based on the current

The contractor followed the LCS Tag Out Procedures and used the most current version of the MR card based on the current

The contractor followed the LCS Tag Out Procedures and sometimes does not use the most current version of the MR card based

The Contractor does follow the LCS Tag Out Procedures.

The Contractor does not use the most current MR

NAVSEALOGCEN

Force Revision (FR).

The contractor recorded PMS completion daily and only reported complete when the PMS checks were satisfied. Contractor achieved a PMS Accomplishment Rate (PAR) of between 100-96% monthly.

NAVSEALOGCEN

Force Revision (FR).

The contractor recorded PMS completion daily and only reported complete when the PMS checks were satisfied. Contractor achieved a PMS Accomplishment Rate (PAR) of between 95-91% monthly.

NAVSEALOGCEN

Force Revision (FR).

The contractor recorded PMS completion daily and only reported complete when the PMS checks were satisfied. Contractor achieved a PMS Accomplishment Rate (PAR) of between 90-85% monthly on the current

NAVSEALOGCEN

Force Revision (FR) based on spot checks performed The contractor recorded PMS completion sometimes only once a week and only reported complete when the PMS checks were satisfied.

Contractor achieved a PMS Accomplishment Rate (PAR) of between 90-85% monthly

Card based on spot checks. The Contractor has reported PMS complete when they were not. The

PMS

Accomplishment Rate (PAR) is low than 85% monthly.

The contractor proactively optimizes all scheduling of CM and PM to minimize time that equipment is out of service for maintenance.

The contractor effectively optimizes all scheduling of CM and PM to minimize time that equipment is out of service for maintenance.

The contractor routinely optimizes most scheduling of CM and PM to minimize time that equipment is out of service for maintenance.

The contractor optimizes some scheduling of CM and PM to minimize time that equipment is out of service for maintenance.

The contractor does not or does little to optimize scheduling of CM and PM to minimize time that equipment is out of service for maintenance and/or routinely causes unnecessary equipment downtime by failing to do so.

The contractor proactively trains and certifies technicians to conduct PM actions correctly and efficiently and reduces the number of “shadow hours” and hours spend on duplication of effort during OJT to near zero.

The contractor effectively trains and certifies technicians to conduct PM actions correctly and efficiently and reduces the number of “shadow hours” and hours spend on duplication of effort during OJT by a very large amount over the previous PMS cycle.

The contractor routinely trains and certifies technicians to conduct PM actions correctly and efficiently and reduces the number of “shadow hours” and hours spend on duplication of effort during OJT by a significant amount over the previous PMS cycle.

The contractor verb trains and certifies technicians to conduct PM actions correctly and efficiently and reduces the number of “shadow hours” and hours spend on duplication of effort during OJT by a small amount over the previous cycle.

The contractor does not or does little to effectively train and certify technicians to conduct PM actions correctly and/or causes an increase in the number of “shadow hours” and/or increase in the number of hours spend on duplication of effort during OJT.

– Did contractor utilize any innovative processes that benefited the Government?

– How well did the contractor deliver on the original specification package?

– How well did the contractor use economic workarounds to avoid missed milestones and/or rework caused by inadequate technical documentation?

– Did the contractor perform PMS in a timely fashion and ensure the work was not “gundecked”.

– Did the contractor ensure the correct version of the Maintenance Requirement Card (MRC) was used and

Equipment Tag Out procedures followed?

h. Under the Determination of Fee Clause, paragraph A.1, under Incentive Fee, has been modified to remove CLINs 0110-0140:

From:

1.Cost Incentive (Applicable to all CLINs except CLINs 0110-0140, 0210 - 0240, 0500, 0600, and 0700):

1. Cost Incentive (Applicable to all CLINs except CLINs 0210 - 0240, 0500, 0600, and 0700):

i. Under the Determination of Fee Clause, paragraph A.2, under Incentive Fee, has been modified to include CLINs 0110-0140:

2. Schedule Incentive for execution planning, repair and alteration requirements (CLINs 1010 – 1165 and 3010 – 3180) and Planned Maintenance (CLINs 0100): The contractor shall be compensated for completing work on or before negotiated milestone completion dates.

2. Schedule Incentive for execution planning, repair and alteration requirements (CLINs 1010 – 1165 and 3010 – 3180) and Planned Maintenance (CLINs 0100 - 0140): The contractor shall be compensated for completing work on or before negotiated milestone completion dates.

j. Under the Determination of Fee Clause, paragraph A.1, under Phase II: Small Business Subcontracting Performance, has been modified to include CLINs 0110-0140:

1. The Contractor's effectiveness in subcontracting to small businesses will be evaluated. For the purposes of this contract, the small business subcontracting requirement is that the Prime Contractor subcontract to small businesses, either directly or indirectly, over the course of all scheduled availabilities and inter-availability work completed within an overall Fee Evaluation Period to the extent that subcontracting averages forty percent (40%) of direct costs related to production work for CLINs associated with scheduled availabilities and inter-availability work (i.e. Continuous Maintenance and Emergent Maintenance), excluding OCONUS work, completed within the evaluation period, minus the cost of any directed subcontracts and execution planning efforts, not including indirect costs. The prime contractor will not need to subcontract CLINs 0100. Additionally:

1. The Contractor's effectiveness in subcontracting to small businesses will be evaluated. For the purposes of this contract, the small business subcontracting requirement is that the Prime Contractor subcontract to small businesses, either directly or indirectly, over the course of all scheduled availabilities and inter-availability work completed within an overall Fee Evaluation Period to the extent that subcontracting averages forty percent (40%) of direct costs related to production work for CLINs associated with scheduled availabilities and inter-availability work (i.e. Continuous Maintenance and Emergent Maintenance), excluding OCONUS work, completed within the evaluation period, minus the cost of any directed subcontracts and execution planning efforts, not including indirect costs. The prime contractor will not need to subcontract CLINs 0100 - 0140. Additionally:

k. The following clause has been modified and replaced in its entirety with the following to reflect the contract type change for CLINs 0110-0140:

CONTRACT SUMMARY FOR PAYMENT OFFICE (COST/FIXED PRICE) (FEB 1997)

Item Type 0210-0240, and 0600 FFP

0100-0140, 0200, 0300-0340, 0400-0440, 1010- 1165, 2010-2180 and 3010-3180

CPAF/CPIF

0700 COST

3. Under SECTION C - DESCRIPTIONS AND SPECIFICATIONS, the following changes have been made:

a. In response to NAVSEA Questions 016 Rev1, 058, and 070, Statement of Work for CLINs 0100-

0140 are replaced in its entirety with the following:

0100 ACCOMPLISH PLANNED MAINTENANCE (PM) FOR LCS CLASS SHIPS IN FY14-15

SCOPE

1. The Contractor shall execute Planned Maintenance associated with Continuous Maintenance Availabilities (CMAVs) and Planned Maintenance Availabilities (PMAVs), home ported in or visiting San Diego, CA, in CONUS outside San Diego, and outside the contiguous United States (OCONUS) in accordance with Attachment J-14 (Work Specification 897-11-001).

a. Planned Maintenance Availabilities (PMAVs) are defined as monthly availabilities for performance of planned maintenance type work. The PMAV duration will be, on average, five days.

b. Continuous Maintenance Availabilities (CMAV) are defined as availabilities that will occur three times per year/every four months, and two weeks in duration. CMAVs could include corrective/emergent maintenance, Planned Maintenance, and modernization alterations.

2. PMS Accomplishment: The Contractor shall accomplish PM Requirements as follows:

a. The current PMS Force Revision (FR) will be used to accomplish this CLIN for each period of performance. See Section J Attachment J-17. The Contractor shall incorporate approved revisions to the FR within two weeks of receipt.

b. The Contractor shall accomplish Planned Maintenance in accordance with (IAW) COMUSFLTFORCOMINST 4790.3 (series) Joint Fleet Maintenance Manual (JFMM).

c. Accomplish Planned Maintenance System (PMS) Maintenance Requirements (MRs), specified for Contractor to accomplish as annotated by “+” coding on the Maintenance Requirement Card (MRC). MRs coded with “++” are normally assigned to the Contractor for accomplishment but may also be accomplished by Ship’s Force if conditions or the operational environment prohibit the Contractor from accomplishing the task (for example: If a “++” coded situational requirement comes due while the ship is at sea and the check cannot be deferred until the ship returns to port, Ship’s Force may complete the check as required).

d. PM work items shall be accomplished during the PMAVs but may also be accomplished during, CMAVs or Windows Of Opportunity (WOO) as the Government directs.

e. PMS accomplishment shall follow sequence and specifications of the written process on the MRC verbatim. Where there is a difference between the PMS MRC and other references, the PMS card takes precedence. If the card is incorrect, the PMS Feedback Report (FBR) process will be followed to resolve the discrepancy under CLIN 0300. Where it is imperative that the maintenance action be partially completed prior to the scheduled operations, report the discrepancy to the Naval Support Activity (NSA)/Government Designated Representative via Condition Found Report (CFR) with a recommended solution per CLIN 0300, para 1.b.

f. The Contractor shall not deviate from the MRC without written direction from the NSA/Government Designated Representative.

g. Contractor shall achieve a PMS Accomplishment Rate (PAR) of 85% or higher, as determined by the Government, IAW OPNAV 4790.1(series).

h. Situational Requirements (R), Unscheduled checks (U), and checks of other periodicities that cannot be reasonably anticipated and/or scheduled in advance, or are performed on a demand basis, such as checks performed in support of a ship's materiel inspection or an unscheduled ship's movement, may be charged against this CLIN. This could also include providing support to resolve requests for PMS technical support pertaining to contractor supported systems and equipment for MRs. The Contractor shall have the ability to respond to unplanned Situational Requirement (R) and Unscheduled (U) PMS support work as directed by the Government, who will determine the appropriate level of response based upon the scope of work and location of the vessel. The Contractor shall not begin work on these requirements prior to the placement of orders by the Government. The Government reserves the right to order these requirements inside and outside the contiguous United States, including while the ship is deployed to remote locations, at its discretion.

i. The Contractor shall complete PM MRCs in an efficient manner when during the performance of a scheduled MRC, the condition of the equipment calls for the performance of a related situational MR. The Contractor shall ensure that the related MRs are conducted in a timely manner to minimize paperwork, man hours, travel and additional equipment down time.

j. If an MR cannot be accomplished because the associated equipment fails the PMS check and requires repair, any subsequent work on the system shall be considered a maintenance action under CLINs 3010- 3180 as appropriate. Subsequent retest of the equipment using the original Maintenance Requirement Card (MRC) shall be billed against the original PMS action in this CLIN as continuation of the original PMS action.

k. If an MR cannot be accomplished because the associated equipment is in layup or out of commission or under repair, then the MR shall be rescheduled to the earliest opportunity IAW the NAVSEAINST 4790.8B, Ships’ Maintenance and Material Management (3-M) Manual. The execution planning of the reschedule of the MR should be charged to CLIN 0300 and the actual MR accomplishment billed against this CLIN.

l. The Contractor shall ensure that scheduled MRs deferred due to equipment failures or card errors are rapidly corrected and completed.

m. The OCONUS planned maintenance tasks shall be executed by Fly Away Teams, composed of U.S.

Personnel only, in accordance with Title 10 USC Section 7310. The Contractor shall act as a Work Center, as defined by the NAVSEAINST 4790.8B, “Ship’s Maintenance and Material Management (3-M) Manual, and shall adhere to the PMS schedule provided by the Government.

n. The Contractor shall plan and perform Planned Maintenance to optimize scheduling of related CM and PM on equipment to minimize the time the equipment is out of service for maintenance.

3. PMS Tools, Parts and Materials:

a. Common hand tools shall be procured/provided by the contractor (or subcontractor) without a direct charge to the government.

b. Lists of tools, parts and materials required to perform PMS MRCs are contained within the MRCs provided as Attachment J-17. Additionally, a list of parts, material and special tools drawn from J-17 is provided as Attachment J-26. The contractor shall purchase sufficient quantities of tools, parts and material in order to execute PMS according to the approved PMS schedule for each ship the contractor supports, with the intent to minimize redundant or duplicate procurements.

c. The contractor shall purchase material and parts sufficiently in advance to establish a 6-month supply of PMS material on hand in order to execute all PMS tasks on schedule.

d. Special Tools, parts and materials required for PMS, as listed in Attachments J-17 and J-26, shall be procured under this CLIN. All PMS material will be procured, stored, managed and distributed by the Contractor. Advance procurement and storing of PMS materials is desired, particularly where situational requirements may drive an immediate need for materials with a long lead time.

e. The Contractor shall control material and tools. The Contractor shall control Petroleum/Oil/Lubricants (POL), PMS material, and tools utilizing control procedures designed to prevent wastage and loss. The Contractor shall optimize common and special tool purchase and usage in order to minimize the total expenditure on tools.

4. PMS Documentation.

a. Work Authorization Form (WAF) requirements: Each PMS check, conducted by off-ship personnel, requires a WAF (see Attachment J-18). The WAF provides the on-hull crew the notification of what PMS checks the contractor/subcontractor plans to execute, on which systems/equipment, and when the PMS is scheduled to be accomplished. Ship’s Force determines if and when the PMS checks can be performed, authorizes the WAF for the PMS to commence, and provides the final signature on the WAF indicating the work effort has been completed. The WAF provides notification of schedule and authorization to perform within the availability. The actual time of performance will be indicated on the PMS production schedule and the work will be controlled by a tagout and schedule. Note: Closing a WAF does not indicate satisfactory completion of maintenance, nor is it required to report completion of individual checks.

b. Equipment Tagout: Tagouts shall be performed in accordance with the Tag-Out Users Manual for Littoral Combat Ship Pilot/ S0400-AD-URM-010 (series) found in Section J Attachment J-15.

1) The Ship’s Tag Out Log shall be utilized as the only source to officially tag out circuits/systems.

2) The Contractor shall perform only tagouts assigned to the contractor.

3) The Contractor shall begin tagout preparation in a sufficient amount of time prior to the maintenance period in order to minimize ramp-up time at the start of the availability.

4) The contractor shall submit tagouts to the Government prior to the availability for prescreening to check for technical/administrative accuracy by off-hull crew and/or designated LCSRON staff members. Equipment and system references must be provided with each tagout unless authorization is granted to do otherwise.

5) The contractor shall perform Hazardous Energy Control/Tag-Out (HEC/T-O) services in accordance with the Tag-Out Users Manual (TUM) for Littoral Combat Ship Pilot/ S0400-AD-URM-010 (series).

6) The Contractor shall provide a portable computer network to utilize in administering the WAF and Tagout programs. The network will include all necessary hardware and software to administer these programs, including printers, toner, ink, paper, labels, computers, switches, extension cords, etc. The network will normally be setup onboard the ship, but may be setup in an adjacent trailer or building when work onboard the ship is not practical.

7) The Contractor shall transfer the Enterprise Shift Operations Management System (eSOMS) database to and from the ship’s portable network to the Government’s database at the beginning and end of the maintenance period.

c. Contractor shall record PMS Maintenance Requirements (MR) results as follows:

1) Contractor will record PMS completion daily in accordance with Section J, Attachment J-19, “PMS Reporting Template” and CDRL A015.

2) A PMS MR will only be reported as complete when the check is satisfied. Incomplete and/or unsatisfied checks shall never be reported as complete.

3) An MR that is primarily an inspection or assessment of a space, system or piece of equipment is intended to record results of the inspection or assessment. When the inspection/assessment is properly completed by the maintenance technician, the contractor shall record the MR as complete provided that any deficiencies identified during the inspection/assessment are reported and documented IAW the MR and the PMS report.

4) If the MR is performed to ensure that a system or piece of equipment is operating properly and that operation is not within tolerances, specifications or requirements, then the contractor shall not record the MR as completed. The contractor shall then report discrepancies via CFR IAW CLIN 0300 para 1.b and include them on the PMS report.

5) If materiel discrepancies are discovered during the performance of an MR that exceed the scope of the work item, the Contractor shall record and report those discrepancies to the Government via the Condition Found Report (CFR) process IAW CLIN 0300 para 1.b and the CDRL in Exhibit A.

6) The contractor shall report all discrepancies via verbal or written reports to the on-site Government

Designated Representative at the end of each work day.

5. QA Surveillance Requirements

a. The contractor shall budget to the planned PMS accomplishment workload plus one-percent of the manhours required to accomplish PMS QA Surveillances IAW COMNAVSURFPAC/COMNAVSURFLANT INSTRUCTION 4790.1(series). QA Surveillances shall be performed by a qualified government representative and may be required at any time during or after the accomplishment of the actual PMS item. The Contractor shall complete QA Surveillances on 15-percent of the total PM Workload in every availability.

b. The contractor is bound to and subject to inspection under COMNAVSURFPAC/COMNAVSURFLANT Instruction 4790.1 (series) Surface Force Maintenance and Material Management Assessment and Certification Program.

c. Contractor shall maintain the PMS Surveillance Log (PSL) in accordance with the 3M Manual, incorporating all PMS checks executed. The PSL shall include all Objective Quality Evidence (OQE) required to validate MR accomplishments.

1) PMS Surveillance Log submitted by the Contractor to the Government no later than 7 days prior to the start date of every availability.

2) The Contractor shall maintain PSL through completion.

3) The PSL shall contain identification of the item to be inspected by name, number, and location (e.g., Number 3 Main Seawater Pump, 5-180-0-E).

4) From the Contractor PMS Quality Assurance Plan, all PMS identified I, V and G checkpoints will be incorporated into the PSL.

5) Data for surveillances requiring government notification (G), shall be available at the location of each surveillance.

d. QA Notification requirements:

1) The Contractor shall coordinate QA Surveillance requirements daily with the NSA/Government Designated Representative.

2) Contractor shall proceed with the surveillance if the NSA/Government Designated Rep is not present, provided the required advance notice has been furnished to the NSA/Government Designated Representative.

3) The Contractor shall submit Contractor QA Surveillance forms in accordance with the Quality Management System (QMS). The Contractor shall submit all QA reports to the NSA/Government Designated Representative upon completion of the report.

4) Contractor QA Surveillance forms shall be maintained by the Contractor..

6. Technician Training Requirements:

a. NAVEDTRA 43241-J, PERSONNEL QUALIFICATION STANDARD FOR 3M establishes requirements to achieve the minimum skill sets required to enforce maintenance execution standards. The contractor shall establish a training and qualification program and be able to show proof that all contractor maintenance persons are fully trained and qualified IAW NAVEDTRA 43241-J to a minimum PQS level of 301 or an equivalent level approved by the Government.

b. The Contractor shall train and certify prime and subcontractor technicians to conduct PM actions correctly and efficiently while simultaneously minimizing the number of “shadow hours” and hours spend on duplication of effort during OJT. Shadow hours are defined as time spent by government personnel or LCS crew members following, observing, monitoring, or training Contractor technicians, or otherwise performing PM actions assigned to the Contractor, as a result of the Contractor technician’s inability to conduct, lack of qualification or certification, lack of knowledge or familiarity with, any MRC that they are assigned to perform.

c. All Contractor personnel shall maintain written proof of said qualification and may at any time be required to provide said documentation at any time to the Government.

d. No contractor personnel shall perform any PMS action prior to initial qualification, without proof of qualification, after disqualification or after lapse of qualification appropriate for the level of work he/she is performing.

e. The Contractor shall ensure that only qualified and certified (prime and subcontractor) technicians perform PM actions at the level of qualification required by the MRC.

7. Efforts to create Efficiencies and Reduce Total Ownership Cost:

a. The Contractor shall reduce Total Ownership Cost (TOC) with integration of scheduled planned maintenance, availabilities, duration of WAF/Tag Out procedures, efforts of subcontractor OEMs, special tools, and…