PreProposal Conference Materials.pdf

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Agenda

• Ground Rules for Pre-Proposal Conference

• Introduction of Government team

• ATFP Ashore Sustainment Program Brief

• Contract type

• Overview of evaluation factors

• Organizational Conflicts of Interest/Other Improper Business Practices

• Question and Answer Session

Note: Nothing in this presentation supersedes the Request for Proposal.

13 August 20

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Ground Rules for Pre-proposal Conference

• Please be sure to mute your microphone. If dialing in by cell phone and you have been muted by the moderator, use *6 to unmute your phone.

• Please use the “raise hand” function in MS Teams when you have a question, or wait for the Q&A session.

• We plan to go company by company to ask if there are any questions, so as to not have multiple people trying to speak at the same time. If you have not done so, please designate ONE person to ask questions on behalf of your organization.

• Please specify to whom on the Gov’t team you are directing the question.

• The slides and attendance roster will be posted to beta.sam.

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Introduction of Government Team

• ATFP Ashore Program Office:

• Rae Sullivan – ATFP Ashore Program Manager

• Michael Velasquez – ATFP Ashore Deputy Program Manager

• Karen Nash – ATFP Ashore Sustainment Director

• Paul Iordanides - ATFP Ashore Systems Engineering Director

• EXWC Acquisitions:

• Bill Hepler – Division Director/Spv Contracting Officer

• Stephen Todd – Contract Specialist

Anti-Terrorism Force Protection (ATFP) Ashore Program Office

13 Aug 2020

ATFP Ashore Sustainment Program Brief

Overall Classification: UNCLASSIFIED//FOR OFFICIAL USE ONLY

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ATFP Mission & Values

Our Values

Our Mission

Our Vision

Our Mission Keeping the base safe today and tomorrow

Our Vision NAVFAC ATFP is recognized as the provider of choice for base-related security solutions across the Navy

Our Solutions We provide forward-leaning, innovative, and integrated technology solutions that act as a force multiplier for “fighting the base”

Our Processes We are efficient, responsive, thorough, and customer-oriented in our procurement, sustainment, and systems integration roles

Our Brand We have a brand and reputation that is well-recognized and well-regarded across DoD

Our Team We continue to enhance our effectiveness by developing and attracting talented people and creating the conditions to thrive as part of a high performing team

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Brief History of the Program

2004: Established at NAVFAC HQ as a centrally managed expedited facilities equipment procurement program

– No requirements, processes, or sustainment

– No system baselines, overarching architecture, or cyber integration

Requirement and process development Standardized baselines and performance specifications Global sustainment Cybersecurity/Cyber health

16 years later: an evolving acquisition program fielding sophisticated, interconnected safety and defense systems supporting the ability to "fight the base“

Then: 154 personnel managing deployment of systems Now: 35 personnel managing deployment PLUS sustainment PLUS cybersecurity

• Sustainment = Over 91K total assets and ~18K support tickets annually

The program has a deep history of system design, delivery and sustainment. Building on that history, the transition to CNIC provides a platform to evolve the program.

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Systems in our Portfolio

Water Security Barriers

Automated Barriers & Gates

Mass Notification Systems Waterside Security Barriers Operations Centers (ROCs / EOCs) Dispatch Centers (RDCs / LDCs) Enterprise C4I Suite Software Enclaves (Perimeter Security)

Navy Munitions Command Alarm Systems Electronic Harbor Security Systems Inspection Systems (Vehicle / Personal) Automated Vehicle Entry Control Points Enterprise Land Mobile Radios CBRN Equipment

Automated Pedestrian Turnstile

CBRN Equipment

Airfield Enclaves

Pier Enclaves

ELMR

Automated Pedestrian Turnstiles

OPS Centers

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Sustainment Program Growth

Change in Number of Incidents (PMs and CMs) and Sustained Assets

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Global Sustainment Footprint

Region Distribution of Systems # Installations # CM Tickets

Critical/High/Routine

# PM

Tickets

CNREURAFCENT 11.7% 7 2 / 565 / 617 593

CNRH 4.8% 2 9 / 278 / 167 172

CNRJ 5.5% 5 0 / 49 / 186 160

CNRK 0.5% 1 0 / 3 / 29 23

CNRMA 20.3% 16 5 / 612 / 743 1013

CNRNW 10.5% 4 4 / 316 / 196 455

CNRSE 14.7% 16 12 / 387 / 652 661

CNRSW 14.8% 10 3 / 636 / 316 661

JRM 6.0% 2 5 / 73 / 207 220

NDW 10.9% 7 8 / 243 / 793 508

SAC (NCRS) 0.2% 1 0 / 8 / 32 12

Totals: 100% 71 48 / 3170 /3938 4478

Global Sustainment Contract (GSC) Breakdown by Region

(FY19Q4 – FY20Q3)

GSC CM Tickets by FoS (FY19Q4 – FY20Q3)

*ELMR for GSC only includes Harris system in NDW

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Contractor Requirements

Navy 311 Help Desk/Ticket Generation Process

Priority Level Descriptions and Contractor Response and Resolution Times

Submitting Task Order Deliverables (CDRLs)

Corrective Maintenance/Incident Ticket Categorizations

Waiver Compliance

Preventive Maintenance

Configuration Management

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Navy 311 Helpdesk The Ticket Generation Process

• Customer calls/emails for support and provides detailed information to Navy 311.

• Navy 311:

• Generates ticket,

• Assigns the ticket a priority (based on the priority level descriptions next slide),

• Assigns the ticket to a contractor.

• Contractor:

• Based on ticket priority takes action,

• Calls customer,

• Develops a plan to support,

• Puts the ticket in progress,

• Responds onsite,

• Repairs the issue,

• Customer signs off on the repair,

• Technician updates the ticket work log,

• Uploads the sign off form,

• Makes sure the ticket information is correct (CTI, customer information, location, etc.),

• Resolves the ticket.

• Remedy:

• Once a ticket is resolved, a survey is sent to the customer.

Priority Levels, Operational Availability (AO), and Response / Resolution Times for ATFP Ashore Global Sustainment Contracts

PRIORITY LEVEL DESCRIPTIONS Ao

Routine Assigned to a fault that has no impact on mission performance. The fault only introduces inconveniences to the daily routine and/or administrative tasks.

ELMR / RDC / LDC - 99.95%

All Other Systems – 90%

High

Assigned to faults that have a manageable impact on mission performance. The fault must either (a) be mitigated using a routine “work-around” method or by employing a back-up system/equipment; or (b) present an acceptable risk as to not warrant any additional effort to compensate for the outage. Includes faults that have significant impact to administrative and operational functions.

Critical

Assigned to faults that directly obstruct/inhibit mission performance and/or create a life threatening situation. Includes faults that would prevent Dispatch, Emergency Management, or other personnel from completing/complying with written procedures in response to a mandated live event or a base/regional emergency. Includes faults that cause a significant enough impact to prompt the Command to take extraordinary measures to compensate for the fault, such as the deployment of additional personnel. Includes faults where there is an immediate need and no back-up system/equipment is available. A Critical system fault condition shall be considered system down and will impact the system Ao.

AT/FP SYSTEM RESPONSE AND RESOLUTION TIME Requirement

Assigned Priority Level Remote Telephone Technical Support Response Time 1

Onsite Technical Support Response Time 1

Target Timeframe for Problem Resolution 1

Critical Within 1 hour Within 4 hours Within 24 hours

High Within 4 hours Within 12 hours Within 36 hours

Routine Within 12 hours Within 24 hours Within 72 hours

(1)Response and Resolution times are measured from the initial assignment of the ticket to the Contractor until the ticket is resolved.

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Preventive Maintenance

• CDRLs A017 Maintenance Plan and A002 Program Schedule and Progress Report

• Receive copy of PMI Checklists upon contract award

• Maintain Current PM Schedule

• Receive copy of current schedule

• Automated PM Reports and 30‐Day Advance Notification

• PMs completed within scheduled monthDetails of requirements and usage of the ATFP Systems can be found in the Appendix B, Contractor User Guide for Remedy

AIM.

Appendix B

Corrective Maintenance

• Technical Support

• Responding to Incidents

• Resolving Incidents

• Incident Ticket Management

• Updating Tickets

• Work log Entries

• Resolution Summary

• Incident Data Accuracy Requirements

• Verifying/Updating/Standardizing Ticket Categorization

*Waiver Compliance

• Available for justifiable delays

• Needs of the Government / Outside Contractor’s control / Other as described in policy

• “Stop the clock” on calculation of Resolution times

• Submitted, Reviewed & Approved through Remedy

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Operational and Product Categorization

Resolution Operational and Product Categorization

Incident Ticket Categorizations

• Critical to maintaining accurate service history

• Directly feeds Program Reporting

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Configuration Management

• Changes to fielded systems are approved via a Configuration Control Board (CCB)

– It is expected that the Service Provider sustaining the fielded systems will proactively identify fielded components going End-of-Life (EoL) or reaching End-of-Service (EoS)

– This allows replacement component(s) to be researched and identified as well as an ability to plan for the replacement of EoL/EoS components

– The Service Provider submits an Engineering Change Request (ECR) to NAVFAC AT/FP Ashore identifying the EoL/EoS component(s), impact on the system, as well as the scope of recommended changes

• This ECR is evaluated by the NAVFAC AT/FP Ashore Systems Engineering Directorate (SED) to determine compliance with system requirements

• Not every break/fix ticket requires an ECR, but if a fundamental component of the system is being replaced in the field due to EoL/EoS reasons, an ECR will need to be evaluated for the long-term solution

– It is expected that the Service Provider proactively monitors the fielded systems for performance-related issues as well

• If a component(s) has failed three (3) times in one year, an analysis needs to occur to determine a suitable replacement for the failing component(s) – this would also be submitted as an ECR

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Data Item

Title of Data Item Date of 1st

Submission Date of

Subsequent Submission

DED Version Date

Notes

A002 Program Schedule and Progress Report 30 DACA Monthly In

AIM 20200224 V5R1

A009 Accident Prevention Plan 30 DACA None 20190416 V5 3

A010 Quality Control Plan 30 DACA None 20190329 V2

A017 Maintenance Plan 90 DACA None 20190416 V4R1

A018 Configuration Management Plan 60 DACA None 20190411 V2

A020 Supportability Strategy Plan 90 DACA None 20190416 V3

A030 Environmental Plan 30 DACA None 20190329 V3 3

A033 Completed Asset Data Template ASREQ ASREQ 20190411 V4 1, 4 A041 Closeout Package ASREQ None 20190329 V3 2, 4

A042

Information Assurance Vulnerability Alert (IAVA) -IA Related Requirements for Sustainment Administration

ASREQ

ASREQ

20191203 V4

A045 Government Property Inventory Report Requirements for Sustainment Administration ASREQ ASREQ 20190813 V1

A046 Financial Expenditures for the Performance of Sustainment 6 Months 6 Months 20200213 V1

Note 1 – Single document containing all Task Order Projects at a Base/Site and submitted in Remedy for each Project Name at that Base/Site.

Note 2 – Single document containing all Projects on the Task Order and submitted in Remedy for each Task Order Project Name.

Note 3 – Single document for each Region and a single document containing all Projects at a Base/Site for each Base/Site and submitted in

Remedy for each Project Name in that Region and at that Base/Site.

Note 4 – Data Item A033 and A041 contains the submittal requirements for Sustainment Contracts/Task Orders such as ECPs, Technical

Refreshment/Upgrades, New Installations, and for Sustainment Contractor turnovers. In addition, A033 will provide requirements for Random Spot Checks, and Asset Inventory Reports.

Last BMT Approval Date

CHANGE

RECORD

20200213 Developed DED A046

ASREQ – As Required SOVT – System Operational Verification Test

DACA – Days After Contract Award

Submitting Task Order Deliverables (CDRLs)

• CDRLs submitted via Remedy.

• Automated notification of Approval/Approval with Comments/Rejection.

• Link to CDRL Review Comments

IMPORTANT: A009 / A030 CDRLS

are due 30 Days After Contract Award.

To begin sustainment Region/Installation approval is required.

A009 – Accident Prevention Plan A030 – Environmental Plan

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Program Tools Remedy / AIM

Architecture A collection of computer hardware and software implemented by NAVFAC AT/FP Ashore Program Management Office (PMO) that utilizes the BMC Software, Inc. Remedy Enterprise Suite of software and Microsoft SharePoint.

Graphical User Interface

Collaborative work spaces

Approved documentation

Project status management

Sustainment contract performance

On‐demand reporting

Automated reporting

AIM

Authoritative Database Multi‐Tenant:

AT/FP Ashore, Coast Guard, Army GV, and Navy Operational Support Centers Project & Asset lifecycle management Corrective and preventive maintenance scheduling and tracking Deliverables

Remedy

Hosted virtual machines

MS servers and SQL databases

CAC access enabled

Accessible via the Internet

Architecture

Remedy (BMC Software ITSM) A Help Desk application that logs customer requests An issue resolution and tracking system;

Automatic triggering of notifications and escalations based upon defined criteria;

An asset tracking system;

A preventive maintenance and inspection tracking system;

A documentation repository (user guides, technical manuals, etc.)

AIM (Microsoft SharePoint) Central storage and collaboration space for documents, information, and ideas;

Provides automated and on-demand reports, metrics, and data from Remedy and AIM;

Online platform for the collection, aggregation, and analysis of data relating to AT/FP Ashore Projects.

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Data and Reporting

Project Management 3,009 Projects

• 1,726 Currently Active AT/FP Ashore

Projects;

• 270 Completed upgrade/tech refresh;

• 765 Archived or Cancelled;

• 251 Coast Guard, Army GV, and Navy

Operational Support Center Projects

Service Management

• 10,426 10 Year Average of CM/PM incidents;

• 16,896 ‐ 2016 ‐ 2018 Average of CM/PM incidents

Asset Management

• 94,920 Deployed / Active Assets;

• New assets from new projects, replacements, upgrade/tech refresh efforts

Records Management

• 17,043 Contract Deliverable (CDRL) Submissions to Date;

• Hosting of approved policy, procedures, templates, and documents;

• Hosting of collaborative documents to include spreadsheets, briefings, reports, and other documents;

• Permissions restrict or grant access/read/contribute rights

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Data and Reporting (Continued)

Contract Performance

• Live dashboards detailing compliance with contract requirements;

• Tri‐Annual sustainment trend analysis reports;

• Compliance in planning and performing preventive maintenance;

• Compliance in acknowledging and resolving corrective maintenance issues

Ad hoc Reports

Ad hoc Reports Leverage Automated Reports

• Monthly Service Provider Report

Card

• Monthly Sustainment Audits;

• User Defined Reports

Automated Reports

228 Automated Reports

• 182 Generated and Distributed

Automatically (~280 Recipients);

• 46 Generated On‐Demand

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CLIN OPTION

Enterprise System Administration and Cybersecurity Administration

System Administration support for the ATFP Systems on the contract to maintain the Cybersecurity posture necessary to maintain the Authority to Operate (ATO). Typical support includes:

• Scanning, Patching, STIG management and compliance

• IA Policy Implementation and RMF documentation update / VRAM Management

• System software version control and updates

Enterprise Level System Administration support for enterprise managed systems

• Includes all Network and Domain maintenance, Active Directory, and Application administration

• Enterprise systems are supported through SDPs, RDCs, and ATFP Labs in San Diego.

General Systems – NESS / GV / ENERMS / ONCERS / PSAC-EA (NPACS) / Airfield Enclave

• Standard Cybersecurity Certifications as required in the DODI 8570.01-M and SECNAV

5239.2. (CompTIA Security +, etc.)

• OS and Software Vendor Training / Certifications to support in field patch installs

• ACAS / MS Server / VMWare (vCenter/vSphere) / Federal Signal / LENEL – DMP / ArcGIS

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Enterprise System Administration and Cybersecurity Administration Cont.

Additional Enterprise Support Certifications/ Licenses/ and or training (ENERMS/PSACEA)

• VMware Certified Professional with experience managing Site Recovery Manager

• Microsoft Certified Solutions Expert (MCSE) or Microsoft Certified IT Professional with active directory enterprise administration experience

• Cisco Certified network administrator with Nexus switching experience

• Fiber Channel SAN administration experience with Netapp certification or training

*Note – All system Administrators must meet IT-1 SSBI requirements! Cybersecurity personnel support all stakeholders and report to local CNIC N6.

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Option provides Information Security Systems Professionals (ISSPs) to provide Risk Management Framework support for systems in the ATFP Portfolio.

• Provides all necessary support to maintain the RMF Packages throughout the systems cyber security lifecycle

• ISSPs support Steps 1 through Steps 6 (beyond accreditation) of the RMF packages

• Supports the development of Security Plans, Security Assessment Plans, and other RMF documentations

• Supports on-site Independent Validation and Verification (IV&V) of systems

• Maintains and updates system status in EMASS and VRAM

• Supports communication with all stakeholders, including the Navy Authorizing

Official (NAO) and Functional Authorizing Official (FAO)

Note – All system ISSPs must meet IT-1 SSBI requirements!

RMF Information Security System Professionals (ISSPs) Support

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SYSTEM RMF Status ENERMS (6436) ‐ Enterprise Navy Emergency Response Management System RMF Step 3 (NAO)

AMAS (1356) ‐ Alarm Management Automation System RMF Step 3 (NAO)

ON‐CERS (6608) ‐ OCONUS Consolidated Emergency Response System RMF Step 2 (NAO)

PSAC‐EA (8839) ‐ Physical Security Access Control ‐ Enterprise Architecture RMF Step 6 (FAO) / ATO ‐ ATD 23‐Mar‐2021

NPACS (2129) ‐ Navy Physical Access Control System RMF Step 6 (FAO) / ATO ‐ ATD 9‐Oct‐2021

CDNS (9219) ‐ Computer Desktop Notification System RMF Step 3 (NAO) / ATO ‐ATD 20‐Nov‐2020

GIANT VOICE (2109) ‐ Base Mass Notification System RMF Step 6 (FAO) / ATO ‐ ATD 8‐Oct‐2022

EHSS (5633) ‐ Electronic Harbor Security System RMF Step 3 (FAO)

CNIC‐ATFP_AS_AE (8909) ‐ Airfield Enclave RMF Step 3 (FAO)

AIM/REMEDY (11527) ‐ ATFP Information Module and Remedy Database ATO ‐ ATD 3‐APR‐2023

NESS Policy (8911) ‐ Navy Electronic Security System ‐ Policy Mission: Provides foundation for NESS Systems to receive security controls. NESS Systems support Access Control for Naval magazines

RMF Step 6 (FAO) ATO‐ ATD 5‐Jun‐2022

NESS LENEL ( Isolated) (12376) RMF Step 4 (FAO)

NESS LENEL (Integrated) (13249) RMF Step 4 (FAO)

NESS DMP (12377) RMF Step 4 (FAO)

NESS HIRSCH TBD ‐ Not yet Fielded

NESS AMAG TBD ‐ Not yet Fielded

ATO Status

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Quality Assurance Surveillance Plan (QASP)

Operational Availability (Ao) - Requirements maintained per site/system

Incident Ticket Maintenance - Data accuracy and completeness to include:

• Work Logs,

• Project associations,

• Resolution summary,

• Related assets,

• Associated incident data as described in

PWS, and

• Signed Customer Sign-off form uploaded for each resolved ticket

Configuration Management - ATFP Ashore Remedy system data maintained in up-to-date and accurate condition to include (when applicable):

• Repair & Replace forms loaded,

• Complete A033 asset data forms submitted, and

• Incident ticket categorizations

Parts Availability - Ensure sufficient parts availability to meet ticket resolution times

Ticket Response Time - Meet Response time requirements.

Ticket Resolution Time - Meet Resolution time requirements.

CDRL Evaluation - Meeting the delivery schedule with required media format, quantity and quality

Preventive Maintenance Compliance - Complete in a timely manner all required Preventive Maintenance for all ATFP Ashore Program systems

Safety & Health Compliance - Adherence to Safety and Health requirements and timely accomplishment of Safety Plan reporting process

Customer Satisfaction - Meeting regional customer's satisfaction

Combating Trafficking in Persons Compliance - Adherence with FAR 52.222-50

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ATFP Quality Assurance Summary Sustainment Program executed w/ Worldwide Services Contract w/ Layers of Oversight Sustainment Team tracks / monitors contractor’s performance (response / repair times) at the program level.

• Overall AT/FP Ashore Sustainment Program Execution

• Coordinate with AT/FP execution leads, CNIC, and Regions on sustainment requirements or issues

• Sustainment Contract/Task Order Development and Execution to include COR responsibilities

• Produce Sustainment Trend Analysis, Remedy Ticket Notifications and Resolutions, and Weekly Open Ticket

Reports

• Manage Sustainment Business Management System processes: BMS 21.1.17 / BMS 21.1.16 / BMS 21.1.9 / BMS

21.1.10 Regional Project Managers (RPMs) monitor overall sustainment performance and address customer concerns.

• Monitor contract/task order execution at the regional level and coordinate contract issues

• Provide monthly preventive maintenance/ weekly corrective maintenance reports from Sustainment Lead to the region

• Coordinate sustainment/repair action with KTR

• Facilitate monthly meetings with Regional EM and Sustainment KTRs

• Coordinate NAVFAC logistics support for KTRs (E.G. Forklifts, aerial lifts, trucks, HAZMAT, etc.)

TPOC / PAR provide Environmental/Safety oversight at installations. Per BMS 21.1.17:

• Monitor (goal is 10% sampling) site’s maintenance actions for compliance with approved plans.

• Spot Check Activity Hazard Analysis for maintenance procedures and Issue Stop Work Orders for Safety issues

• Communicate concerns to the PWD/FEAD/COR/FECTL/EXWC team.

• Ensure KTR investigates and reports all accidents.

• Provides Monthly Performance Assessments which feed into the KTR CPARS.

Field operators call in trouble tickets & sign off on satisfactory completion prior to a ticket being closed

• Ensures that the system is operational prior to ticket being closed out.

As of 29 MAY 20

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ATFP Program Points of Contact

• ATFP Ashore Program Manager

– Rae Sullivan: 202-685-9353 rae.sullivan@navy.mil

• ATFP Ashore Deputy Program Manager

– Mike Velasquez: 202.826.5861 Michael.Velasquez@navy.mil

• ATFP Ashore Systems Director

– Trevor Mathis: 202-685-9363 jason.t.mathis@navy.mil

• ATFP Ashore Operations Manager

– Currently Vacant

• ATFP Ashore Sustainment Director

– Karen Nash: 805-982-3474 karen.a.nash@navy.mil

• ATFP Ashore Systems Engineering Director

– Paul Iordanides: 202-685-9430 paul.iordanides@navy.mil

• Region Project Managers (RPM)

– EURAFCENT

– CNRH

– CNRJ

– CNRMA

– CNRNW

– CNRSE

– CNRSW

– JRM

– NDW

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Contract Type

• Previous: Single-award definitive contract (“C-contract) with a base year and four option years. Firm Fixed Price

• Current: Single-award Indefinite Delivery Indefinite Quantity (IDIQ) with a base ordering period of 60 months and an optional ordering period of 36 months. Firm Fixed Price

–Sustainment of existing systems and assets will be awarded at the time the IDIQ is awarded. This is considered a “severable service” so the task order will include a base year and four option years. As additional systems and assets are added to appendix C and M, the task order will be modified (normally once per year) to include those additional items.

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Contract Type (Continued)

–Upgrades, technical refreshment of systems will be separate task orders. Pricing and performance schedule will be negotiated separately. We assume most task orders will be “non-severable” so task orders may have more than a year of performance until the end result is achieved.

• The Solicitation PWS lays out the scope of the type of work that could possibly be performed under this contract, but it orders no work.

• RFP Attachment #9 (Sustainment Task Order/Seed Task PWS) and the associated Appendices are the known sustainment requirements and are the focus of some of the evaluation factors and price.

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Evaluation Factors – Factor 1

• General: This factor is directly related to Attachment 9, the Sustainment Task Order.

• This factor is requesting a draft of the Maintenance Plan and Supportability Strategy Plan. These plans should be in accordance with the respective DEDs (A017 and A020).

• We are also looking for innovative solutions to maintain Operational Availability without an overall increase to the program cost. For example, cost could increase to implement the solutions, but the savings in out years off-sets that increase. Quantify the costs and savings.

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Evaluation Factors – Factor 1 (Continued)

• Data integrity in remedy is critical to the success of the ATFP Program. We want to know how you will ensure that service call and asset data are entered timely and accurately.

• The 100 page limit is a maximum and should not be construed as a goal.

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Evaluation Factors – Factor 2

• General: This factor is directly related to Attachment 9, the Sustainment Task Order.

• This factor evaluated the four key personnel positions identified in the sustainment PWS. We do not specify how many personnel are required per position; we leave that up to your approach on managing the contract.

–Except for the Automated Access Control Point (ACP) Engineers/Developers, all other personnel must be employees of the prime contractor.

–Letter of Intent are required for contingent hires for Key Personnel Positions, including ACP Engineers/Developers if working for the prime contractor or if not currently an employee of the Subcontractor if subcontractors will fill this role.

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Evaluation Factors – Factor 2 (continued)

• The staffing plan requests the approach to managing the Attachment 9 PWS requirements, including the management and technical personnel.

–E.O. 13495, which required service contractors and their subcontractors to offer employees of the predecessor contractor and its subcontractors a right of first refusal of employment for positions for which they are qualified , has been revoked. FAR subpart 22.12 has been deleted along with the corresponding clause at FAR 52.222-17, Nondisplacement of Qualified Workers .

This clause has been removed from the solicitation.

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Evaluation Factors – Factor 2 (continued)

• The transition plan is also concerned with transitioning the work being performed under Attachment 9, the Sustainment Task Order within 60 days after award with the goal of minimizing disruption to service.

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Evaluation Factors – Factor 3 - Safety

• This factor focuses on the historical safety record of the Prime contractor or Joint Venture partners. Offerors are to provide the EMR, DART, and TRC rates for the previous three years. The safety narrative focuses on how you screen the safety record of subcontractors; how you will oversee the safety compliance and performance of your workforce and subcontractor workforce; any innovative methods to ensure safety; and methods to execute a safety program that facilitates mishap prevention and encourages employees to report unsafe conditions.

–A completed Attachment 6 is all that is required to be submitted.

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Evaluation Factors – Factor 4 Small Business

• This factor is used to assess the offeror’s history and future commitment to utilization of small business for the entire IDIQ.

All offerors (large or small) are required to submit Attachment 3 (Small Business subcontracting Record) and 4 (Small Business Participation and Commitment). Only large businesses must submit Attachment 5 (Small Business Subcontracting Plan).

– Attachment 5 will not be evaluated.

– Think about the subcontractors that will be used for technology refreshment, upgrades, or other work covered under the basic scope of the

IDIQ.

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Evaluation Factors – Factor 5 Past Performance

• This factor considers recent and relevant past performance.

–Recent is defined as projects/contracts completed no more than five years from the posting date of the RFP.

• Projects/Contracts do not have to be complete, but a longer track-record (i.e.

three or four years) of good performance may be worth more than just a year.

–Relevant is defined as work of a similar size, scope, and magnitude as the work described in the RFP’s Attachment 9 PWS and its associated appendices.

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Evaluation Factors – Factor 6 Price

• The price for the sustainment task order will serve as the basis of price evaluation for the IDIQ.

–With a base year and four option years, as well as an extension of service period, the evaluation of price for the Sustainment Task Order represents a significant amount of the total $600,000,000 contract ordering capacity.

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Organizational Conflicts of Interest/Other Improper Business Practices

• Offerors shall identify an potential or perceived organizational conflicts of interests, Personal Conflicts of Interests, or other improper business practices.

• Questions to think about:

–Do you have other contracts (including with other agencies) that are related to the work covered under this solicitation?

• Review FAR 9.505-1 – 9.505-4

–Are you teaming with multiple companies that are pursuing the award as a prime?

• Review FAR Subpart 3.3

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Question & Answer Session