N00024-16-R-2321_-_DRAFT_RFP_-_19JAN2016.pdf

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G F 113 - 121

X H stacy .crisman@navy .mil

RATING PAGE OF PAGES

7. ISSUED BY

(Date)

IMPORTANT - Award will be made on this Form, or on Standard Form 26, or by other authorized official written notice.

Previous Edition is Unusable 33-134 STANDARD FORM 33 (REV. 9-97)

Prescribed by GSA FAR (48 CFR) 53.214(c)

DO-A3 1 121

(If other than Item 7)

15A. NAME 16. NAME AND TITLE OF PERSON AUTHORIZED TO

AND

ADDRESS SIGN OFFER (Type or print)

OF

OFFEROR

AMENDMENT NO. DATE

15B. TELEPHONE NO (Include area code) 17. SIGNATURE15C. CHECK IF REMITTANCE ADDRESS

IS DIFFERENT FROM ABOVE - ENTER

SUCH ADDRESS IN SCHEDULE.

18. OFFER DATE

1. THIS CONTRACT IS A RATED ORDER

UNDER DPAS (15 CFR 700)

2. CONTRACT NO.

N00024 8. ADDRESS OFFER TO

See Item 7

9. Sealed offers in original and copies for furnishing the supplies or services in the Schedule will be received at the place specified in Item 8, or if handcarried, in the depository located in

CAUTION - LATE Submissions, Modifications, and Withdrawals: See Section L, Provision No. 52.214-7 or 52.215-1. All offers are subject to all terms and conditions contained in this solicitation.

10. FOR INFORMATION

CALL:

A. NAME (NO COLLECT CALLS)

STACY M CRISMAN 202-781-4081

11. TABLE OF CONTENTS

SOLICITATION/ CONTRACT FORM

SUPPLIES OR SERVICES AND PRICES/ COSTS

2 - 28

X I CONTRACT CLAUSES

DESCRIPTION/ SPECS./ WORK STATEMENT X

PACKAGING AND MARKING

29 - 53

J LIST OF ATTACHMENTS

INSPECTION AND ACCEPTANCE

DELIVERIES OR PERFORMANCE

55 - 57

58 - 59 X K REPRESENTATIONS, CERTIFICATIONS AND

OTHER STATEMENTS OF OFFERORS

CONTRACT ADMINISTRATION DATA 60 - 63

SPECIAL CONTRACT REQUIREMENTS

OFFER (Must be fully completed by offeror) 64 - 84 M

L INSTRS., CONDS., AND NOTICES TO OFFERORS

EVALUATION FACTORS FOR AWARD

NOTE: Item 12 does not apply if the solicitation includes the provisions at 52.214-16, Minimum Bid Acceptance Period.

is inserted by the offeror) from the date for receipt of offers specified above, to furnish any or all items upon which prices are offered at the price set opposite each item, delivered at the designated point(s), within the time specified in the schedule.

13. DISCOUNT FOR PROMPT PAYMENT

(See Section I, Clause No. 52.232-8)

14. ACKNOWLEDGMENT OF AMENDMENTS

(The offeror acknowledges receipt of amendments

AMENDMENT NO. DATE

to the SOLICITATION for offerors and related documents numbered and dated):

FACILITY

12. In compliance with the above, the undersigned agrees, if this offer is accepted within calendar days (60 calendar days unless a different period

SOLICITATION, OFFER AND AWARD

X

(X) SEC. DESCRIPTION (X) SEC. DESCRIPTION PAGE(S)

PART I - THE SCHEDULE

26. NAME OF CONTRACTING OFFICER (Type or print) 27. UNITED STATES OF AMERICA 28. AWARD DATE

EMAIL:TEL: (Signature of Contracting Officer)

CODE CODE

B. TELEPHONE (Include area code) C. E-MAIL ADDRESS

AWARD (To be completed by Government)

19. ACCEPTED AS TO ITEMS NUMBERED 20. AMOUNT 21. ACCOUNTING AND APPROPRIATION

22. AUTHORITY FOR USING OTHER THAN FULL AND OPEN COMPETITION:

10 U.S.C. 2304(c)( ) 41 U.S.C. 253(c)( ) (4 copies unless otherwise specified)

23. SUBMIT INVOICES TO ADDRESS SHOWN IN ITEM

24. ADMINISTERED BY (If other than Item 7) CODE 25. PAYMENT WILL BE MADE BY CODE

PART IV - REPRESENTATIO NS AND INSTRUCTIO NS

PART III - LIST O F DO CUMENTS, EXHIBITS AND O THER ATTACHMENTS

85 - 111

PART II - CO NTRACT CLAUSES

NAVAL SEA SYSTEMS COMMAND (HQ)

1333 ISAAC HULL AVE SE

WASHINGTON NAVY YARD DC 20376-2020

FAX:

TEL:

FAX:

TEL:

NOTE: In sealed bid solicitations "offer" and "offeror" mean "bid" and "bidder".

SOLICITATION

6. REQUISITION/PURCHASE NO.5. DATE ISSUED4. TYPE OF SOLICITATION

SEALED BID (IFB)

NEGOTIATED (RFP)

[ X ]

3. SOLICITATION NO.

N00024-16-R-2321

Section B - Supplies or Services and Prices

ITEM NO SUPPLIES/SERVICES MAX

QUANTITY

UNIT UNIT PRICE MAX AMOUNT

CLIN

Number

UNDEFINED Hours

Program Management

CPAF

(See Note B) FOB: Destination

ESTIMATED COST

MAX AWARD FEE

TOTAL EST COST + FEE

UNIT UNIT PRICE MAX AMOUNT

CLIN

Industrial Efforts and Material

CPAF

UNIT UNIT PRICE MAX AMOUNT

CLIN

UNDEFINED Lot

Industrial Efforts and Material

FFP

MAX

NET AMT

UNIT UNIT PRICE MAX AMOUNT

CLIN

Corrective and Preventative Maintenance

CPAF

UNIT UNIT PRICE MAX AMOUNT

CLIN

Corrective and Preventative Maintenance

FFP

UNIT UNIT PRICE MAX AMOUNT

CLIN

Fleet Industrial Efforts

CPAF

UNIT UNIT PRICE MAX AMOUNT

CLIN

Fleet Industrial Efforts

FFP

UNIT UNIT PRICE MAX AMOUNT

CLIN

UNDEFINED

Administrative/Financial Data

See DD Form 1432, Exhibit "A" (See Note A)

CLIN DELIVERY/TASK ORDER MINIMUM/MAXIMUM QUANTITY AND CLIN ORDER

VALUE

The minimum quantity and order value for the given Delivery/Task Order issued for this CLIN shall not be less than the minimum quantity and order value stated in the following table. The maximum quantity and order value for the given Delivery/Task Order issued for this CLIN shall not exceed the maximum quantity and order value stated in the following table.

CLIN

MINIMUM

QUANTITY

MINIMUM

AMOUNT

MAXIMUM

QUANTITY

MAXIMUM

AMOUNT

CLAUSES INCORPORATED BY FULL TEXT

DETERMINATION OF FEE (NAVSEA) (DEC 2010)

(a) Minimum Fee

The base fee, as set forth in Section B of this contract, shall constitute a minimum fee to be paid for the performance of this contract. The Base Fee shall be paid in accordance with the clause of this contract entitled

"FIXED FEE" (FAR 52.216-8).

(b) Award Fee

In addition to the minimum (or base fee) to be paid hereunder, if any, the Contractor may earn an award fee as determined by the Fee Determining Official (FDO). The Government's purpose in granting an award fee is to encourage and reward superior Contractor effort directed toward performance of this contract. The specifics for evaluation are set forth in paragraphs that follow.

(c) Award Fee Board

The Contractor's performance evaluation for each period will be conducted by an Award Fee Board (AFB) of not more than six members consisting of:

CHAIRPERSON/CO-CHAIRMAN

DDG 1000 Program Office, Fleet Introduction / Post Delivery Director, PMS 500PD

OTHER VOTING MEMBERS

(1) Executing Administrative Contracts Representative

(2) Procuring Contracting Officer, NAVSEA 02233

(3) DDG 1000 Ship Design Manager (NAVSEA 05D)

(4) DDG 1000 Acquisition PAPM (PMS 500)

(5) DDG 1000 Post Delivery Hull Manager

(d) Fee Determining Official (FDO)

The FDO, DDG 1000 Program Office, Fleet Introduction / Post Delivery Director, PMS 500PD, shall make determinations of the award fee due to the Contractor based upon the performance evaluation conducted by the Award Fee Board established pursuant to paragraph (c) above.

(e) Award Fee Determination and Reclama Procedures

(1) Within ten (10) working days after the end of each evaluation period, the Contractor shall furnish to the AFB such information as may be reasonably required to assist the AFB in evaluating the Contractor’s performance during that evaluation period.

(2) Within five (5) working days after the end of the evaluation period the Contractor shall, if desired, submit a self-assessment report to the AFB. This written assessment of the Contractor’s performance throughout the award fee period shall address each of the award fee factors. It shall contain supporting documentation and may also contain other relevant information, including any mitigating circumstances that may be reasonably expected to assist the AFB and FDO in determining the fee amount.

(3) The AFB evaluation will be scheduled within fifteen (15) working days of the end of each evaluation period. The AFB may consider reports, both oral and written, from all interested parties. The AFB shall arrive at a consensus on the performance rating and advise the FDO of its recommendation including the reasons, rationale, and justifications therefore.

(4) Within ten (10) working days from receipt of AFB's recommendation, the FDO shall submit to the

Procuring Contracting Officer (PCO)/Administrative Contracting Officer (ACO), as applicable, his determination of the award fee earned. The PCO/ACO will notify the Contractor of the determination of the award fee.

(5) Within five (5) working days of receipt of written notification, the Contractor may: 1) concur with the award fee determination or 2) submit to the FDO, with a copy to the PCO/ACO, a request for reconsideration. In support of such reclama, the Contractor shall furnish a written description of its disagreements with the findings of the AFB/FDO. If no written reclama is received within five (5) working days of written notification, the PCO/ACO will issue a unilateral modification to the contract to provide for award fee earned for that period within ten (10) working days.

(6) If there is such a reclama, then within ten (10) working days from the receipt thereof, the FDO shall provide the PCO/ACO a final performance evaluation and determination of the award fee. The PCO/ACO will notify the Contractor of the FDO’s final determination.

(7) Upon written request by the Contractor to the FDO, the Chairman of the AFEB will assign a Board member to de-brief the Contractor, providing constructive feedback as to his performance and recommendations for improvement.

(f) Fee Determining Official’s Determination

Determinations of the FDO with respect to the amount of the award fee to be paid to the Contractor and the methodology for determining the award fee are unilateral decisions made solely at the discretion of the Government.

(g) Evaluation Categories and Factors

During the evaluation period, the Contractor may earn award fee for exceeding performance objectives for work performed. The performance objectives will be weighted based on their relative importance

The Government may unilaterally change the performance objective weights by written notification from the PCO/ACO no later than ten (10) working days prior to the commencement of the evaluation period. Award Fee weighting for criteria mutually agreed upon to be non-applicable will be reduced to zero and the weighting evenly distributed to the remaining award fee criteria.

The Evaluation Categories applicable to DDG 1000, DDG 1001 and DDG 1002 are grouped by Contract Line Item Number (CLIN) and established as follows:

Evaluation Category – DDG 1000/1001/1002 CLIN Program Management CLIN 0001 Industrial Efforts and Materials CLIN 0002 Corrective and Preventative Maintenance CLIN 0004 Fleet Industrial Efforts CLIN 0006

Delivery Orders will be established for CLINs 0001, 0002, 0004 and 0006 and the Contractor will be evaluated based upon the performance objectives provided below

(h) Program Management (CLIN 0001) Performance Objectives

The performance objectives are categorized in the following areas: schedule, technical, and management. The relative importance is reflected by the weighting factors provided below:

(1) Management – Emphasis will be placed on the Contractor’s effective and efficient management of resources (manpower) in advanced planning, engineering, and ability to manage growth and new work in support of the PDA and PSA. The Contractor will develop the Integrated Master Schedule (IMS) that will be used during execution of the PDA and PSA and will include shipboard validations as well as Alteration and Installation Teams (AITs) or other outside activity installation modifications. Timely and accurate submission of contract deliverables, particularly schedule and cost data crucial to Government oversight is considered essential. Cooperation with and support of the Contractor with the integration of outstanding new construction DD-250 work items into the overall PDA and PSA schedule is mandatory. The Contractor is to schedule major milestones to occur as early as possible to ensure a successful PDA and PSA. Active Contractor participation and preparedness for PDA and PSA Planning Conferences to discuss work packages, schedules and execution planning is required. Measures of success include:

Performance Objectives Weighting Management Performance 40% Schedule Performance 30% Technical Performance 30%

(a) Development of IMS for PDA and PSA Execution (37.5%) The AFB will assess the schedule, as defined in the IMS, to ensure critical path tasks and work sequencing are accurately identified and tied to appropriate milestones. A score of excellent will be achieved by presenting an IMS which correctly identifies, sequences and mitigates conflicting Work Items that support the critical path and milestones in the PDA and PSA Work Packages (to include but not limited to start of PDA and PSA, space turnovers, system activations, light-offs, compartment close out, Production Completion Dates, preps for and actions leading up to LOA, Sea Trials, and end of availability). Work items incorrectly sequenced or missing will adversely affect the total score.

• (Excellent)

• (Very Good)

• (Good)

• (Satisfactory)

• (Unsatisfactory)

(b) Accuracy of CDRL Deliverables(25%) Measure the percentage of CDRL deliverables rejected as inadequate, insufficient, or of poor quality that require a revision or update to the total number of CDRL deliverables.

• >90% (Excellent)

• < 90% but > 80% (Very Good)

• < 80% but > 70% (Good)

• < 70% but > 60% (Satisfactory)

• < 60% (Unsatisfactory)

(c) Timely delivery of CDRL Deliverables(25%) Measure the percentage of CDRL deliverables provided on time (by the due date) throughout the PDA and PSA Execution performance period to total number of CDRL deliverables.

• >90% (Excellent)

• < 90% but > 80% (Very Good)

• < 80% but > 70% (Good)

(d) Preparation for Planning Conferences (12.5%) The AFB will assess the Contractor’s preparedness for and their contribution to the Planning Conferences.

The AFB will measure preparedness based on criteria outlined in the Planning Conference agenda letter.

• (Excellent)

• (Very Good)

• (Good)

(2) Schedule – Emphasis will be placed on the Contractor’s planning efforts towards a successful and timely execution of the PDA and PSA including the ability to manage growth and new work. The AFB expects the Contractor to support timely negotiation and definitization of changes, including prompt and timely submission of proposals, notification to the Government of any identified problems, reasonableness of estimates, and provision of information required by the Government for negotiations. Measures of success include:

(a) Incorporation of New Work (50%) Assess the incorporation of growth and new work within the overall schedule by measuring the percentage of growth and new work items rejected by the Contractor to the final overall total number of growth and new work items submitted.

• < 2% (Excellent)

• > 2% but < 3% (Very Good)

• > 3% but < 4% (Good)

• > 4% but < 5% (Satisfactory)

• > 5% (Unsatisfactory)

(b) Timeliness of Cost Estimates (35%) Assess the Contractor’s submission and timeliness of a complete proposal package. A complete proposal package includes ROMs for execution of work items and final cost estimates with supporting documentation. Assess the percentage of backlogged cost estimates that were not proposed within the mutually agreed timeline, that still meet PDA and PSA milestones, to the total number of cost estimates.

• < 10% (Excellent)

• > 10% but < 15% (Very Good)

• > 15% but < 20% (Good)

• > 20% but < 25% (Satisfactory)

• > 25% (Unsatisfactory)

(c) Timeliness and Accuracy of Technical Documentation (15%) Assess the timely submission of all updates required to all ILS documentation (PMS, Technical manuals, AEL’s, APL’s, outfitting of spares, etc) affected by the work performed on the ship. This will be measured by the overall completion percentage in accordance with the delivery schedule specified per the technical documentation CDRL requirements.

• >97% (Excellent)

• < 97% but >95% (Very Good)

• < 95% but >92% (Good)

• < 92% but > 90% (Satisfactory)

• < 90% (Unsatisfactory)

(3) Technical –The Contractor’s ability to clearly identify shipboard production and test problems will be monitored.

Care and protection of the ship and equipment during an intrusive industrial environment is considered an important element of the PDA and PSA. Prevention of equipment damage and contamination from industrial debris is to be accomplished through proactive protection including application of appropriate covers and proper utilization of storage facilities. Maintenance of safe and clean work areas free from accumulated industrial debris and rubbish is essential. Measures of success include:

(a) Adequate Care and Protection (35%) The AFB will assess the Contractor’s plan to adequately care for and protect shipboard equipment, systems, and spaces impacted by the industrial availability. The AFB will consider the number, severity, and speed of correction of Contractor responsible care and protection deficiencies that are documented on the Daily Safety Inspections, identified by the Hull Manager, and care and protection mishaps that occur over the course of the availability. Deficiencies not corrected within 24 hours will continue to count towards the total number of deficiencies each additional day the deficiency is uncorrected.

• (Excellent)

• (Very Good)

• (Good)

(b) Final Contract Trial Support (15%) Assess the Contractor’s Final Contract Trial Support by assessing the timely incorporation of newly identified trial card deficiencies into the PDA and PSA schedule. The AFB will assess the Contractor’s responsiveness to accepting and incorporating trial cards identified during final/special contract trials in to the schedule.

• (Excellent)

• (Very Good)

• (Good)

(c) Workload Management to meet PSA Schedule and Cost requirements (35%) Assess the efficiency and effectiveness of the workload management plan for the PSA by the AFB’s assessment of actual manning to project manning for the duration of the availability. In cases where the Contractor's CPI is greater than 1, the AFB expects a relatively lower ratio because the Contractor achieved greater efficiencies than planned and required fewer resources to complete the project.

• (Excellent)

• (Very Good)

• (Good)

(d) Safety (15%) The AFB will assess the Contractor’s plan to effectively manage safety and to prevent safety mishaps and to identify and quickly resolve safety risks. The AFB will consider the number, severity and speed of correction of Contractor responsible safety deficiencies that are documented on the Daily Safety Inspections, identified by the Hull Manager, and safety mishaps that occur over the course of the availability. Deficiencies not corrected within 24 hours will continue to count towards the total number of deficiencies each additional day the deficiency is uncorrected.

• (Excellent)

• (Very Good)

• (Good)

(i) Industrial Efforts and Materials (CLIN 0002)

The performance objectives are categorized in the following areas: schedule, technical, management, and cost. The

(1) Management – Timely and accurate submission of contract deliverables, particularly schedule and cost data crucial to Government oversight is considered essential.

(a) Accuracy of CDRL Deliverables (50%) Measure the percentage of CDRL deliverables rejected as inadequate, insufficient, or of poor quality that require a revision or update to the total number of CDRL deliverables.

• >90% (Excellent)

• < 90% but > 80% (Very Good)

Performance Objectives Weighting Management Performance 35% Schedule Performance 20%

Technical Performance 20%

Cost Performance 25%

• < 80% but > 70% (Good)

• < 60% (Unsatisfactory)

• < 1% (Excellent)

• > 1% but < 2% (Very Good)

• > 2% but < 3% (Good)

• > 3% but < 5% (Satisfactory)

(b) Timely delivery of CDRL Deliverables (50%) Measure the percentage of CDRL deliverables provided on time (by the due date) throughout the PDA and PSA Execution performance period to total number of CDRL deliverables.

• >90% (Excellent)

• < 90% but > 80% (Very Good)

• < 80% but > 70% (Good)

(2) Schedule – Emphasis will be placed on the Contractor’s efforts toward execution of the integrated master schedule (IMS) developed to include shipboard validations as well as AITs or other outside activity installation modifications. Adherence to or improvement upon scheduled key events and major production milestones is considered essential. The Contractor will be required to incorporate growth and new work within the overall schedule. Measures of success include:

(a) Adherence to PDA and PSA Work-Scope using Schedule Performance Index (SPI) (30%) Assess adherence to or improvement upon scheduled completion of the PDA and PSA work-scope by evaluating the cumulative SPI (in hours) at the end of each award fee period. The schedule and work scope is defined as the original Integrated Master Schedule (IMS) which incorporates all work items tasked for execution at the start of PDA and PSA. In the case of work package changes after the start of PDA or PSA, the contractor will notify the Navy of any schedule impacts. If these schedule impacts are approved by the Navy the modified IMS will be used for future SPI calculations.

SPI > 1 (Excellent)

• SPI .95 - .99 (Very Good)

• SPI .90 - .94 (Good)

• SPI .80 - .89 (Satisfactory)

• SPI < .80 (Unsatisfactory)

(b) Adherence to PDA and PSA Schedule milestones (70%) The AFB will assess the Contractor’s efforts to meet or exceed PDA and PSA Schedule milestones, as per the IMS at the start of PDA or PSA, comparing planned dates to actual dates. In the case of work package changes after the start of PDA or PSA, the contractor will notify the Navy of any schedule impacts. If these schedule impacts are approved by the Navy the modified IMS will be used for future planned to actual milestone date comparisons.

• (Excellent)

• (Very Good)

• (Good)

(3) Technical – Emphasis will be placed on accomplishing the PDA and PSA work packages with quality workmanship and minimal re-work. The Contractor’s ability to clearly identify and resolve shipboard production and test problems will be monitored. Care and protection of the ship and equipment during an intrusive industrial environment is considered an important element of the availability. Prevention of equipment damage and contamination from industrial debris is to be accomplished through proactive protection including application of appropriate covers and proper utilization of storage facilities. Maintenance of safe and clean work areas free from accumulated industrial debris and rubbish is essential. Measures of success include:

(a) Quality Workmanship (35%) Assess the quality of work by measuring the percentage of rejected shipboard tests and inspections that are not corrected within 24 hours of identification to the overall total tests and inspections listed in the Contractor's Test and Inspection Plan.

• < 1% (Excellent)

• > 1% but < 2% (Very Good)

• > 2% but < 3% (Good)

(b) Workload Management to meet PDA/PSA Schedule and Cost requirements (50%) Assess the efficiency and effectiveness of the workload management for the PDA/PSA by the AFB’s assessment of actual manning to project manning for the duration of the availability. In cases where the Contractor's CPI is greater than 1, the AFB expects a relatively lower ratio because the Contractor achieved greater efficiencies than planned and required fewer resources to complete the project.

• (Excellent)

• (Very Good)

• (Good)

(c) Adequate Care and Protection (15%) The AFB will assess the Contractor’s adequate care and protection for shipboard equipment, systems, and spaces impacted by the industrial availability. The AFB will consider the number, severity, and speed of correction of Contractor responsible care and protection deficiencies that are documented on the Daily Safety Inspections, identified by the Hull Manager, and care and protection mishaps that occur over the course of the availability. Severity will be evaluated by the AFB assessing the magnitude to correct damage if the identified deficiency were to lead to a mishap assessed against the probability that the deficiency could lead to a mishap. In the case where a Contractor responsible Care and Protection deficiency resulted in an actual mishap, the cost to correct the damage will be used. Deficiencies not corrected within 24 hours will continue to count towards the total number of deficiencies each additional day the deficiency is uncorrected.

• (Excellent)

• (Very Good)

• (Good)

(4) Cost – The most significant goal in this performance objective is accomplishment of work within the negotiated cost. Accuracy of actual cost incurred to negotiated cost is considered a reflection of cost control. Accurate cost accounting (labor, materials, management) of both prime and subcontractors is required. Proactive identification of cost problems, to include timely variance analysis, and Contractor effectiveness in problem resolution will be evaluated. Implementation of cost savings techniques will be viewed favorably.

(a) Cost performance during PSA using CPI (100%) Assess cost performance for PSA by evaluating the final Cost Performance Index (CPI), including any

ETC.

• CPI > 1.00 (Excellent)

• CPI > 0.95 but < 1.00 (Very Good)

• CPI > 0.90 but < 0.95 (Good)

• CPI > 0.85 but < 0.90 (Satisfactory)

• CPI < 0.85 (Unsatisfactory)

(i) Corrective Maintenance and Preventative Maintenance (0004)

The performance objectives are categorized in the following areas: schedule, technical, management, and cost. The

(1) Management – Timely and accurate submission of contract deliverables, particularly schedule and cost data

(a) Accuracy of configuration updates (50%) Measure the percentage of configuration updates evaluates as inadequate, insufficient, or of poor quality that require a revision or update to the total number of configuration updates.

• < 1% (Excellent)

• > 1% but < 2% (Very Good)

• > 2% but < 3% (Good)

(b) Timely delivery of Exception Reports (50%) Measure the percentage of Exception Reports provided on time (by the due date) throughout the PDA and PSA Execution performance period to total number of Exception Reports.

• >90% (Excellent)

• < 90% but > 85% (Very Good)

• < 85% but > 80% (Good)

• < 80% but > 75% (Satisfactory)

• < 75% (Unsatisfactory)

(2) Schedule – Emphasis will be placed on the Contractor’s efforts toward execution of the integrated master schedule (IMS) developed to include shipboard validations as well as AITs or other outside activity installation modifications. Adherence to or improvement upon scheduled key events and major production milestones is considered essential. The Contractor will be required to incorporate growth and new work within the overall evaluating the cumulative SPI (in hours) at the end of each award fee period. The schedule and work scope is defined as the original Integrated Master Schedule (IMS) which incorporates all work items tasked for execution at the start of PDA and PSA. In the case of work package changes after the start of PDA or PSA, the contractor will notify the Navy of any schedule impacts. If these schedule impacts are approved by the Navy the modified IMS will be used for future SPI calculations.

SPI > 1 (Excellent)

• SPI .95 - .99 (Very Good)

Performance Objectives Weighting Management Performance 40% Schedule Performance 20%

Cost Performance 20%

• SPI .90 - .94 (Good)

The AFB will assess the Contractor’s efforts to meet or exceed PDA and PSA Schedule milestones, as per the IMS at the start of PDA or PSA, comparing planned dates to actual dates. In the case of work package changes after the start of PDA or PSA, the contractor will notify the Navy of any schedule impacts. If these schedule impacts are approved by the Navy the modified IMS will be used for future planned to actual milestone date comparisons.

• (Excellent)

• (Very Good)

• (Good) workmanship and minimal re-work. The Contractor’s ability to clearly identify and resolve shipboard production and test problems will be monitored. Care and protection of the ship and equipment during an intrusive industrial environment is considered an important element of the availability. Prevention of equipment damage and contamination from industrial debris is to be accomplished through proactive protection including application of appropriate covers and proper utilization of storage facilities. Maintenance of safe and clean work areas free from

Assess the quality of work by measuring the percentage of rejected shipboard tests and inspections that are not corrected within 24 hours of identification to the overall total tests and inspections listed in the Contractor's Test and Inspection Plan.

• < 1% (Excellent)

• > 1% but < 2% (Very Good)

• > 2% but < 3% (Good) assessment of actual manning to project manning for the duration of the availability. In cases where the Contractor's CPI is greater than 1, the AFB expects a relatively lower ratio because the Contractor achieved greater efficiencies than planned and required fewer resources to complete the project.

• (Excellent)

• (Very Good)

• (Good)

The AFB will assess the Contractor’s adequate care and protection for shipboard equipment, systems, and spaces impacted by the industrial availability. The AFB will consider the number, severity, and speed of correction of Contractor responsible care and protection deficiencies that are documented on the Daily Safety Inspections, identified by the Hull Manager, and care and protection mishaps that occur over the course of the availability. Severity will be evaluated by the AFB assessing the magnitude to correct damage if the identified deficiency were to lead to a mishap assessed against the probability that the deficiency could lead to a mishap. In the case where a Contractor responsible Care and Protection deficiency resulted in an actual mishap, the cost to correct the damage will be used. Deficiencies not corrected within 24 hours will continue to count towards the total number of deficiencies each additional day the deficiency is uncorrected.

• (Excellent)

• (Very Good)

• (Good)

(4) Cost – The most significant goal in this performance objective is accomplishment of work within the negotiated cost. Accuracy of actual cost incurred to negotiated cost is considered a reflection of cost control. Accurate cost accounting (labor, materials, management) of both prime and subcontractors is required. Proactive identification of cost problems, to include timely variance analysis, and Contractor effectiveness in problem resolution will be

ETC.

• CPI > 1.00 (Excellent)

• CPI > 0.95 but < 1.00 (Very Good)

• CPI > 0.90 but < 0.95 (Good)

(j) Fleet Industrial Efforts (CLIN 0006)

The performance objectives are categorized in the following areas: schedule, technical, management, and cost. The

(1) Management – Timely and accurate submission of contract deliverables, particularly schedule and cost data

(a) Accuracy of CDRL Deliverables (50%) Measure the percentage of CDRL deliverables rejected as inadequate, insufficient, or of poor quality that require a revision or update to the total number of CDRL deliverables.

• >90% (Excellent)

• < 90% but > 80% (Very Good)

• < 80% but > 70% (Good)

(b) Timely delivery of CDRL Deliverables (50%)

Performance Objectives Weighting Management Performance 35% Schedule Performance 20%

Cost Performance 25%

Measure the percentage of CDRL deliverables provided on time (by the due date) throughout the PDA and PSA Execution performance period to total number of CDRL deliverables.

• >90% (Excellent)

• < 90% but > 80% (Very Good)

• < 80% but > 70% (Good)

(2) Schedule – Emphasis will be placed on the Contractor’s efforts toward execution of the integrated master schedule (IMS) developed to include shipboard validations as well as AITs or other outside activity installation modifications. Adherence to or improvement upon scheduled key events and major production milestones is considered essential. The Contractor will be required to incorporate growth and new work within the overall evaluating the cumulative SPI (in hours) at the end of each award fee period. The schedule and work scope is defined as the original Integrated Master Schedule (IMS) which incorporates all work items tasked for execution at the start of PDA and PSA. In the case of work package changes after the start of PDA or PSA, the contractor will notify the Navy of any schedule impacts. If these schedule impacts are approved by the Navy the modified IMS will be used for future SPI calculations.

SPI > 1 (Excellent)

• SPI .95 - .99 (Very Good)

• SPI .90 - .94 (Good)

The AFB will assess the Contractor’s efforts to meet or exceed PDA and PSA Schedule milestones, as per the IMS at the start of PDA or PSA, comparing planned dates to actual dates. In the case of work package changes after the start of PDA or PSA, the contractor will notify the Navy of any schedule impacts. If these schedule impacts are approved by the Navy the modified IMS will be used for future planned to actual milestone date comparisons.

• (Excellent)

• (Very Good)

• (Good) workmanship and minimal re-work. The Contractor’s ability to clearly identify and resolve shipboard production and test problems will be monitored. Care and protection of the ship and equipment during an intrusive industrial environment is considered an important element of the availability. Prevention of equipment damage and contamination from industrial debris is to be accomplished through proactive protection including application of appropriate covers and proper utilization of storage facilities. Maintenance of safe and clean work areas free from

Assess the quality of work by measuring the percentage of rejected shipboard tests and inspections that are not corrected within 24 hours of identification to the overall total tests and inspections listed in the Contractor's Test and Inspection Plan.

• < 1% (Excellent)

• > 1% but < 2% (Very Good)

• > 2% but < 3% (Good) assessment of actual manning to project manning for the duration of the availability. In cases where the Contractor's CPI is greater than 1, the AFB expects a relatively lower ratio because the Contractor achieved greater efficiencies than planned and required fewer resources to complete the project.

• (Excellent)

• (Very Good)

• (Good)

The AFB will assess the Contractor’s adequate care and protection for shipboard equipment, systems, and spaces impacted by the industrial availability. The AFB will consider the number, severity, and speed of correction of Contractor responsible care and protection deficiencies that are documented on the Daily Safety Inspections, identified by the Hull Manager, and care and protection mishaps that occur over the course of the availability. Severity will be evaluated by the AFB assessing the magnitude to correct damage if the identified deficiency were to lead to a mishap assessed against the probability that the deficiency could lead to a mishap. In the case where a Contractor responsible Care and Protection deficiency resulted in an actual mishap, the cost to correct the damage will be used. Deficiencies not corrected within 24 hours will continue to count towards the total number of deficiencies each additional day the deficiency is uncorrected.

• (Excellent)

• (Very Good)

• (Good)

(4) Cost – The most significant goal in this performance objective is accomplishment of work within the negotiated cost. Accuracy of actual cost incurred to negotiated cost is considered a reflection of cost control. Accurate cost accounting (labor, materials, management) of both prime and subcontractors is required. Proactive identification of cost problems, to include timely variance analysis, and Contractor effectiveness in problem resolution will be

ETC.

• CPI > 1.00 (Excellent)

• CPI > 0.95 but < 1.00 (Very Good)

• CPI > 0.90 but < 0.95 (Good)

(l) Evaluation Periods/Award Fee Pool

(i) Award Fee Period

The following evaluation periods are hereby established. The Government reserves the right to adjust the evaluation period and allocation of award fee pool available for each period by unilateral contract modification, which shall be issued, if at all, prior to the start of the affected evaluation period(s).

Period Number Evaluation Period Award Fee

Available Award Fee Earned

1 Award through Month 6 $TBD $TBD 2 Month 7 through Month 12 $TBD $TBD 3 Month 13 through Month 18 $TBD $TBD 4 Month 19 through Month 24 $TBD $TBD 5 Month 25 through Month 30 $TBD $TBD 6 Month 31 through Month 36 $TBD $TBD 7 Month 37 through Month 42 $TBD $TBD 8 Month 43through Month 48 $TBD $TBD 9 Month 49 through Month 54 $TBD $TBD

10 Month 55 through Month 60 $TBD $TBD 11 Month 61 through Month 66 $TBD $TBD 12 Month 67 through Month 72 $TBD $TBD

(ii) Award Fee Pool

(1) The Award Fee Pool is based on the total estimated fee bearing cost (exclusive of Facilities Capital Cost of Money) as stated in each order issued hereunder.

(2) There shall be no rollover of unearned award fee.

(m) Performance Ratings

(i) In evaluating Contractor performance, the following adjective and numerical ratings will be used:

Award-Fee

Adjectival Rating

Award-Fee Pool Available To Be

Earned

Description

Excellent 91-100% The Contractor has exceeded almost all of the significant award-fee criteria and has met overall cost, schedule, and technical performance requirements of the contract in the aggregate as defined and measured against the criteria in the award-fee plan for the award-fee evaluation period.

Very Good 76-90% The Contractor has exceeded many of the significant award-fee criteria and has met overall cost, schedule, and technical performance requirements of the contract in the aggregate as defined and measured against the criteria in the award-fee plan for the award-fee evaluation period.

Good 51-75% The Contractor has exceeded some of the significant award-fee criteria and has met overall cost, schedule, and technical performance requirements of the contract in the aggregate as defined and measured against the criteria in the award-fee plan for the award-fee evaluation period.

Satisfactory No Greater Than 50% The Contractor has met overall cost, schedule, and technical performance requirements of the contract in the aggregate as defined and measured against the criteria in the award-fee plan for the award-fee evaluation period.

Unsatisfactory 0% The Contractor has failed to meet overall cost, schedule, and technical performance requirements of the contract in the aggregate as defined and measured against the criteria in the award-fee plan for the award-fee evaluation period.

The Award Fee Grade calculated as shown below shall be applied to the awarded/exercised Section B CPAF CLIN Award Fee Pool to determine the Award Fee earned for each CLIN. For each CLIN, the Award Fee earned by the Contractor for the evaluation period shall be calculated as follows:

(ii) Program Management (CLIN 0001) Award Fee Calculation

Step 1: A Fee contribution will be calculated for each of the performance objectives multiplying the weighting factor for each metric times the Performance Level earned by the Contractor.

Management

Metric Factor Weighting Factor Award Fee Rating Earned (%) Weighted

Grade Development of IMS for PDA and PSA Execution 37.5% X =

Accuracy of CDRL Deliverables 25% X = Timely delivery of CDRL Deliverables 25% X = Preparation for Planning Conferences 12.5% X

AWARD FEE RATING (%)

Schedule

Metric Factor Weighting Factor Award Fee Rating Earned (%) Weighted

Grade Incorporation of New Work 50% X = Timeliness of Cost Estimates 35% X = Timeliness and Accuracy of Technical Documentation 15% X =

AWARD FEE RATING (%)

Technical

Metric Factor Weighting Factor Award Fee Rating Earned (%) Weighted

Grade Adequate Care and Protection 35% X =

(b) Final Contract Trial Support (15%)

15% X =

(c) Workload Management to meet PSA Schedule and Cost requirements (35%)

35% X =

(d) Safety (15%) 15%

AWARD FEE RATING (%)

(b) Step 2: Award Fee contribution for each performance objective is calculated by multiplying the total grade calculated in Step 1 for each of the performance objectives times the weighting factor for of the performance objective. The sum of all four Award Fee contributions is the Total Award Fee (%) for CLIN 0001, 0002, 0003, 0004, 0005, 0006, and 0007.

AWARD FEE GRADE CLINs 0001

Performance Objective Weighting Factor Award Fee Rating Weighted

Grade Management Performance 40% X = Schedule Performance 30% X = Technical Performance 30% X =

THE SUM IS THE AWARD FEE GRADE (%)

CORRESPONDING AWARD FEE ADJECTIVE RATING

(iii) Industrial Efforts and Materials (CLIN 0002) and Award Fee Calculation

Step 1: A Fee contribution will be calculated for each of the performance objectives multiplying the weighting factor for each metric times the Performance Level earned by the Contractor.

MANAGEMENT

Metric Factor Weighting Factor Award Fee Rating Earned (%) Weighted

Grade Accuracy of CDRL Deliverables 50% X = Timely delivery of CDRL Deliverables (50%) 50% X =

AWARD FEE RATING (%)

SCHEDULE

Metric Factor Weighting Factor Award Fee Rating Earned (%) Weighted

Grade Adherence to PDA and PSA Work- Scope using Schedule Performance Index (SPI)

30% X =

Adherence to PDA and PSA Schedule milestones 70% X =

AWARD FEE RATING (%)

TECHNICAL

Factor Award Fee Rating Earned (%) Weighted

Grade Quality Workmanship 35% X = Workload Management to meet PDA/PSA Schedule and Cost requirements

50% X =

Adequate Care and Protection 15% X =

AWARD FEE RATING (%)

COST

Metric Factor Weighting Factor Award Fee Rating Earned (%) Weighted

Grade Cost performance during PSA using

CPI 100% X =

AWARD FEE POOL (%)

(b) Step 2: Award Fee contribution for each performance objective is calculated by multiplying the total grade calculated in Step 1 for each of the performance objectives times the weighting factor for of the performance objective. The sum of all four Award Fee contributions is the Total Award Fee (%) for CLIN 0005 and 0007.

AWARD FEE GRADE CLIN 0002

Factor Award Fee Rating Weighted

Grade Schedule 35% X = Technical 20% X = Management 20% X = Cost 25% X =

(iv) Corrective Maintenance and Preventative Maintenance (CLIN 000) Award Fee Calculation

Step 1: A Fee contribution will be calculated for each of the performance objectives multiplying the weighting

Factor Award Fee Rating Earned (%) Weighted

Grade Accuracy of Configuration Updates 50% X = Timely Delivery of Exception Reports 50% X =

AWARD FEE RATING (%)

SCHEDULE

Metric Factor Weighting Factor Award Fee Rating Earned (%) Weighted

Grade Adherence to PDA and PSA Work- Scope using Schedule Performance Index (SPI)

30% X =

Adherence to PDA and PSA Schedule

Factor Award Fee Rating Earned (%) Weighted

Grade Quality Workmanship 35% X = Workload Management to meet PDA/PSA Schedule and Cost requirements

50% X =

Adequate Care and Protection 15% X =

AWARD FEE RATING (%)

COST

Metric Factor Weighting Factor Award Fee Rating Earned (%) Weighted

Grade Cost performance during PSA using

(b) Step 2: Award Fee contribution for each performance objective is calculated by multiplying the total grade calculated in Step 1 for each of the performance objectives times the weighting factor for of the performance objective. The sum of all four Award Fee contributions is the Total Award Fee (%) for CLIN 0009 and 0012.

AWARD FEE GRADE CLIN 0004

Factor Award Fee Rating Weighted

Grade Management 40% X = Schedule 20% X = Technical 20% X = Cost 20% X =

(v) Fleet Industrial Effort (CLIN 0006) and Award Fee Calculation

Step 1: A Fee contribution will be calculated for each of the performance objectives multiplying the weighting

Factor Award Fee Rating Earned (%) Weighted

Grade Accuracy of CDRL Deliverables 50% X = Timely delivery of CDRL Deliverables (50%) 50% X =

AWARD FEE RATING (%)

SCHEDULE

Metric Factor Weighting Factor Award Fee Rating Earned (%) Weighted

Grade Adherence to PDA and PSA Work- Scope using Schedule Performance 30% X =

Index (SPI) Adherence to PDA and PSA Schedule

Factor Award Fee Rating Earned (%) Weighted

Grade Quality Workmanship 35% X = Workload Management to meet PDA/PSA Schedule and Cost requirements

50% X =

Adequate Care and Protection 15% X =

AWARD FEE RATING (%)

COST

Metric Factor Weighting Factor Award Fee Rating Earned (%) Weighted

Grade Cost performance during PSA using

(b) Step 2: Award Fee contribution for each performance objective is calculated by multiplying the total grade calculated in Step 1 for each of the performance objectives times the weighting factor for of the performance objective. The sum of all four Award Fee contributions is the Total Award Fee (%) for CLIN 0005 and 0007.

AWARD FEE GRADE CLIN 0006

Factor Award Fee Rating Weighted

Grade Schedule 35% X = Technical 20% X = Management 20% X = Cost 25% X =

(n) Maximum Fee

In no event shall the total fee (base fee plus award fee for any CPAF CLIN under this contract exceed 10% of total estimated cost (exclusive of FCCM) for that CLIN.

(o) Payment of Award Fee

The Contractor shall be paid award fee, if any, upon submittal of a proper invoice or voucher to the cognizant Payment Office, together with a copy of the unilateral modification to the contract authorizing payment of award fee for the applicable Evaluation Period. The Contractor's invoice shall show the amount of award fee payable to each sub-line item, which shall be directly proportionate to the amount or allowable Estimated Cost (exclusive of base fee and FCCOM) incurred by the Contractor during the Evaluation Period. The Contractor's invoice must cite the appropriate accounting data in order for payment to be affected. There will be no provisional, interim or advance billing of award fee.

HQ B-2-0004 EXPEDITING CONTRACT CLOSEOUT (NAVSEA) (DEC 1995)

(a) As part of the negotiated fixed price or total estimated amount of this contact, both the Government and the Contractor have agreed to waive any entitlement that otherwise might accrue to either party in any residual dollar amount of $500 or less at the time of final contract closeout. The term “residual dollar amount” shall include all money that would otherwise be owed to either party at the end of the contract, except that, amounts connected in any way with taxation, allegations of fraud and/or antitrust violations shall be excluded. For purposes of determining residual dollar amounts, offsets of money owed by one party against money that would otherwise be paid by that party may be considered to the extent permitted by law.

(b) This agreement to waive entitlement to residual dollar amounts has been considered by both parties. It is agreed that the administrative costs for either party associated with collecting such small dollar amounts could exceed the amount to be recovered.

HQ B-2-0007 LIMITATION OF COST/LIMITATION OF FUNDS (NAVSEA) (SEP 1990)

The clause entitled "LIMITATION OF COST" (FAR 52.232-20) or "LIMITATION OF FUNDS" (FAR 52.232-22), as appropriate, shall apply separately and independently to each separately identified estimated cost.

NOTE A - Offeror shall complete the "Price Group" and "Estimated Total Price" blocks of each data item on the Contract Data Requirements List(s), attached hereto.

HQ B-2-0014 PAYMENTS OF FEE (S) (COMPLETION) (NAVSEA) (MAY 1993) – CLINs 0001, 0002, 0004, and 0006, when applicable

(a) For purposes of this contract, "fee" means "target fee" in cost-plus-incentive-fee type contracts, "base fee" in cost-plus-award-fee type contracts, "fixed fee" in cost-plus-fixed-fee type contracts for completion and phase type contracts.

(b) The Government shall make payments to the Contractor, subject to and in accordance with the clause in this contract entitled "FIXED FEE" (FAR 52.216-8) or "INCENTIVE FEE", (FAR 52.216-10), as applicable. Such payments shall be equal to (To Be Determined on Applicable Orders) percent ((To Be Determined on Applicable Orders %) of the allowable cost of each invoice submitted by and payable to the Contractor pursuant to the clause of this contract entitled "ALLOWABLE COST AND PAYMENT" (FAR 52.216-7), subject to the withholding terms and conditions of the "FIXED FEE" or "INCENTIVE FEE" clause, as applicable (percentage of fee is based on fee dollars divided by estimated cost dollars, including facilities capital cost of money). Total fee(s) paid to the Contractor shall not exceed the fee amount(s) set forth in this contract.

(c) In the event of discontinuance of the work under this contract, or any specified phase of the contract, in accordance with the clause of this contract entitled "LIMITATION OF FUNDS" (FAR 52.232-22) or "LIMITATION OF COST" (FAR 52.232-20), as applicable, the fee shall be equitably adjusted by mutual agreement to reflect the diminution of work. If the adjusted fee is less than the sum of all fee payments made to the Contractor under this contract, the Contractor shall repay the excess amount to the Government. If the adjusted fee exceeds all payments made to the Contractor under this contract, the Contractor shall be paid the additional amount, subject to the availability of funds. In no event shall the Government be required to pay the Contractor any amount in excess of the funds obligated under this contract at the time of the discontinuance of work.

(d) Fee(s) withheld pursuant to the terms and conditions of this contract shall not be paid until the contract has been modified to reduce the fee(s) in accordance with paragraph (c) above, or until the Procuring Contracting Officer has advised the paying office in writing that no fee adjustment is required.

HQ B-2-0015 PAYMENT OF FEES(S) (LEVEL OF EFFORT – ALTERNATE I) (NAVSEA) (MAY 2010) – CLINs 0001, 0002, 0004, and 0006, when applicable

(a) For purposes of this contract, "fee" means "target fee" in cost-plus-incentive-fee type contracts, "base fee" in cost-plus-award-fee type contracts, or "fixed fee" in cost-plus-fixed-fee type contracts for level of effort type contracts.

(b) The Government shall make payments to the Contractor, subject to and in accordance with the clause in this contract entitled "FIXED FEE" (FAR 52.216-8) or "INCENTIVE FEE", (FAR 52.216-10), as applicable. Such payments shall be submitted by and payable to the Contractor pursuant to the clause of this contract entitled "ALLOWABLE COST AND PAYMENT" (FAR 52.216-7), subject to the withholding terms and conditions of the "FIXED FEE" or "INCENTIVE FEE" clause, as applicable, and shall be paid at the hourly rate(s) specified above per man-hour performed and invoiced. Total fee(s) paid to the Contractor shall not exceed the fee amount(s) set forth in this contract. In no event shall the Government be required to pay the Contractor any amount in excess of the funds obligated under this contract.

HQ B-2-0017 REFUNDS (SPARES AND…