N6426724R0350.pdf

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PAGE(S)

until 02:00 PM local time 03 Sep 2024

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A X B X C X D

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G F 43 - 57

58 - 71 X H 72

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)

1 72

(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.

N64267 8. ADDRESS OFFER TO

See Item 7

9. Sealed offers in original and 1 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 referenced in Section L conditions contained in this solicitation.

10. FOR INFORMATION

CALL:

A. NAME (NO COLLECT CALLS)

11. TABLE OF CONTENTS

SOLICITATION/ CONTRACT FORM

SUPPLIES OR SERVICES AND PRICES/ COSTS

2 - 4

X I CONTRACT CLAUSES

DESCRIPTION/ SPECS./ WORK STATEMENT X

PACKAGING AND MARKING

5 - 21

J LIST OF ATTACHMENTS

INSPECTION AND ACCEPTANCE

DELIVERIES OR PERFORMANCE

X K

REPRESENTATIONS, CERTIFICATIONS AND

OTHER STATEMENTS OF OFFERORS

CONTRACT ADMINISTRATION DATA 25 - 29 X

SPECIAL CONTRACT REQUIREMENTS

OFFER (Must be fully completed by offeror) 30 - 34 X 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 - REPRESENTATIONS AND INSTRUCTIONS

PART III - LIST OF DOCUMENTS, EXHIBITS AND OTHER ATTACHMENTS

35 - 41

PART II - CONTRACT CLAUSES

NAVAL SURFACE WARFARE CENTER CORONA DIV.

1999 FOURTH STREET BLDG 510

NORCO CA 92860

FAX:

TEL:

FAX:

TEL:

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

SOLICITATION

6. REQUISITION/PURCHASE NO.5. DATE ISSUED

26 Aug 2024

4. TYPE OF SOLICITATION

SEALED BID (IFB)

NEGOTIATED (RFP)

[ X ]

3. SOLICITATION NO.

N6426724R0350

Section B - Supplies or Services and Prices

ITEM NO SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT

1000 79,160 Labor

Hours

Labor

CPFF

Provide support services in accordance with the SOW in Section C.

FOB: Destination

BRAND NAME/SOLE SOURCE: SS

PSC CD: R425

ESTIMATED COST

FIXED FEE

TOTAL EST COST + FEE

2000 1 Lot

ODC

COST

ODC in support of CLIN 1000 FOB: Destination

3000 Lot CDRLs

COST

CDRLs in support of CLIN 1000 FOB: Destination

CLAUSES INCORPORATED BY FULL TEXT

B-216-H006 FEE TABLE (NAVSEA) (MAR 2019)

Labor CLIN Labor Hours Cost Per Hour*

Fee Rate Per Hour*

Loaded Hourly Rate

1000 79,160 TBD TBD TBD

*The offeror shall divide the proposed fee for each CLIN by the quantity of labor hours indicated to complete the table. Fee is calculated based on cost less FCCOM; if FCCOM is proposed, necessary columns may be added.

In the event of any inconsistency between the above table and the CLIN pricing, the CLIN pricing shall take precedence.

(End of text)

B-231-H001 TRAVEL COSTS (NAVSEA) (OCT 2018)

(a) Except as otherwise provided herein, the Contractor shall be reimbursed for its actual travel costs in accordance with FAR 31.205-46. The travel costs to be reimbursed shall be those costs for which the Contractor has maintained appropriate documentation and which have been determined to be allowable, allocable, and reasonable by the Procuring Contracting Officer, Administrative Contracting Officer, or their duly authorized representative.

(b) Reimbursable travel costs include only that travel performed from the Contractor's facility to the worksite, in and around the worksite, and from the worksite to the Contractor's facility.

(c) Relocation costs and travel costs incidental to relocation are allowable to the extent provided in FAR 31.205-35;

however, Procuring Contracting Officer approval shall be required prior to incurring relocation expenses and travel costs incidental to relocation.

(d) The Contractor shall not be reimbursed for the following daily local travel costs:

(i) travel at U.S. Military Installations where Government transportation is available,

(ii) travel performed for personal convenience/errands, including commuting to and from work, and

(iii) travel costs incurred in the replacement of personnel when such replacement is accomplished for the Contractor's or employee's convenience.

B-232-H005 PAYMENTS OF FEE(S) (LEVEL OF EFFORT)--ALTERNATE I (NAVSEA) (OCT 2018)

(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.

(b) The Government shall make payments to the Contractor, subject to and per 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. Fee paid per hour shall be based on total fee dollars divided by total hours to be provided. 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.

B-232-H006 LIMITATION OF COST OR LIMITATION OF FUNDS CLARIFICATION (NAVSEA) (OCT 2018)

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.

Section C - Descriptions and Specifications

STATEMENT OF WORK

1. Project Execution and Deck-plate Effectiveness (PEDE) Support for Naval Ships Maintenance

Scientific, Engineering, Technical, and Analytical (SETA) support for: Naval Sea Systems Command (NAVSEA), Naval Shipyards and Naval Industrial Base efforts related to workforce/workload management, logistic services, business operations, and total force initiatives in support of Naval Shipyard Corporate Project Execution and Deck Plate Effectiveness. The objectives of this Statement of Work (SOW) are to provide the technical scope and associated tasks for support of NAVSEA’s LEAN Process/Performance Improvement initiatives, Project Management National Value Stream directive, broader Industrial Operations Management Office (SEA 04X) Project Management and Industrial Operations support, Coaching and Mentoring for Deck-plate Project Team Performance, Environmental, Safety and Health program support, and miscellaneous support to SEA 04X regarding industrial operations and management.

2. Background

SEA 04X provides management direction to the Naval Shipyards (NSYs) and Regional Maintenance Centers (RMCs), and serves as the Headquarters for Depot Level Maintenance. This role includes the full range of management, financial, business, and technical functions, as well as oversight of programs and projects for the NSYs and RMCs. Specifically, NAVSEA 04X formulates, recommends, and implements policies and programs to ensure technical quality, continuity of purpose, cohesiveness, cost effectiveness and conformance to Fleet and Command requirements. This includes controlling workload assignments and approving distribution of assigned manpower resources, directing field manpower development and management programs, and improving and maintaining total force field management systems and programs. SEA 04X evaluates activity performance and exercises management control of Regional Maintenance associated with the NSYs. SEA 04X also develops industrial factors and ship work statistics related to the U.S. Shipbuilding industry and justifies all ship overhaul and modernization execution matters to Congress.

The achievement of the NAVSEA’s vision and mission depends on developing an agile, flexible, and responsive naval shipyard workforce focused on being a proficiency-based learning organization with a solid foundation of shipyard managerial expertise, innovative technical, business and interpersonal approaches.

Process/Performance Improvement requires expert and objective management support services to assist in execution of the goals and facilitation of the business transformation. NAVSEA’s goal is to leverage additional Lean based Performance improvement support to improve work flow, throughput and cycle times; resulting in quality products and services to its customers in the most efficient and effective manner.

Project Management Training (PMT) Program includes all Integrated Project Team Development (IPTD) sessions conducted to support availabilities in which a Naval Shipyard is the Lead Maintenance Activity or the Naval Supervising Authority. It also includes project management competency process, system, and professional development learning solutions necessary to increase industrial operations and waterfront project management competency and improve team and individual performance. The principle focus of this Program is to increase the competency of the Naval Maintenance Community work force assigned to positions with roles and responsibilities critical to availability planning and waterfront project team execution success. Project team personnel continuously rotate and assume new positions throughout their careers. Through PMT they will receive ongoing technical, professional and team training on the intricacies of managing large scale industrial complex projects that focus on both planned and emergent nuclear and non-nuclear ship repair availabilities. In alignment with the Naval Shipyard Training and Education Program (NSTEP) Development Pyramid, the PMT Program will include three primary program areas: 1) Project Management Systems and Process Training; 2) Project Management Professional Training; and 3) IPTD for Aircraft Carriers, Submarines and Surface Ships). Each of these program areas are designed to achieve both corporate competency alignment at a high level with the waterfront execution program area of responsibility and platform specific community alignment as outlined by: a NAVSEA and Naval Shipyard appointed Management Board; the corresponding “Team 1” organization Executive Steering Committee; and the Fleet customer and ship’s force “user” communities.

Broader naval ship maintenance community workforce and team development includes IPTD sessions and similar workforce development efforts for Naval Ship Maintenance Community organizations outside of the Naval Shipyards, such as: Carrier Teams, Submarine Teams, Ship Repair Facilities (SRF); the Supervisors of Ship Building; Fleet RMC; and the Supervisors of Ship Building in support of the two private nuclear shipyards, Huntington Ingalls Industries Newport News Shipbuilding (HII-NNS) and General Dynamics Electric Boat (GDEB). To support NAVSEA and Fleet Corporate Strategies and improve Regionalized Naval Ship Maintenance across the Naval Ship Maintenance community, the contractor may be required to provide up to 16 additional professional development efforts annually similar to the IPTD. The goal of these professional development efforts is to facilitate alignment with strategic goals, and support platform community alignment as outlined by “Team 1” Submarine and Aircraft Carrier Executive Steering Committees, Fleet sponsors and ships force “user” communities.

Mentoring and coaching is a method to grow and manage our talent pool by assuring the civilian workforce and military personnel have access to subject-matter expertise at critical points in their professional careers and to develop critical competencies required for current and future performance and capability of the organization.

Context and content of solutions include consulting, facilitation, organizational analysis, change management, supervisory/management coaching and development, and associated learning solution design, development and delivery. Accelerating the existing deck plate managers, supervisors' and workforce progress towards a culture that better achieves desired performance goals that are essential components for both individual development, and project team execution performance.

3. Scope

NAVSEA 04X objectives are to improve business performance through project management excellence and competencies by coordinating management of Naval Shipyard project execution efforts. The objectives of such actions will be to increase individual effectiveness, learning solution quality, and reduce overall program costs. In pursuit of this objective, NAVSEA 04X is undertaking and continuing a number of initiatives and will require the contractor to provide consulting, facilitation and implementation support for initiatives focused on improving the business processes, learning methods and approach to the way the Naval Shipyards administer, analyze, plan, design, develop, implement, and execute maintenance availabilities to achieve personnel competency/proficiency, costs savings and improved quality and methods of accomplishment.

NAVSEA 04X requires assistance from a contractor with the requisite technical qualifications, personnel, management experience and corporate capability to provide expert non-personal advisory and assistance services.

The contractor shall provide the necessary management, technical, and administrative personnel, as well as materials, office equipment, and consumable supplies and facilities to meet the requirements of this Task Order. The achievement of NAVSEA’s vision and mission depends on developing an agile, flexible, and responsive workforce, focused on being a proficiency-based learning organization with a solid foundation of shipyard departmental expertise and innovative technical, business, and interpersonal approaches.

NSYs have broad and diverse professional organizations (departments) that cover a variety of disciplines in the NSY business environment. The major NSY organizations include production trades, engineering, and support code organizations. NAVSEA 04X strives to improve business performance through workforce excellence and competency by coordinating management of Naval Shipyard training and performance improvement efforts. The objectives of such actions will be to increase individual and project team effectiveness, and learning solution quality with a reduction to overall program costs. LEAN based Process/Performance Improvement, Industrial maintenance business process, and Mentoring and Coaching of Deck plate project teams are essential components for organizational development and effectiveness.

SEA04 is responsible for providing oversight, management, policy, and guidance for environment, safety and health programs for all NAVSEA field activities, including the Naval Shipyards. A key aspect of NAVSEA industrial activities' is the oversight of Naval Shipyard personnel carrying out regulatory compliance, standardization, process improvement, technical analyses, and knowledge sharing activities in Occupational Safety, Health, and Environmental (OSHE) arena. Program support includes a wide range of local and corporate environment, safety and health management initiatives to support facilities, operations, and naval ship maintenance and modernization.

4. General Requirements

4.1. Travel:

Travel will be required for some of this effort. All travel shall be preapproved by the Contracting Officer’s Representative (COR) in accordance with the Federal Travel Regulations (FTR) for travel in the contiguous United States and in accordance with the Joint Travel Regulations (JTR) for travel outside a the contiguous United States.

(CDRL A001 applies to this task area)

4.2 Training

The Contractor shall be responsible to provide required training to its employees in such areas as environmental, health, safety, security, sexual harassment, ethics, etc. to ensure compliance with all federal, state, and local laws and Department of Defense (DoD) regulations. The trainings will be provided through a combination of face-to-face (classroom led) and CBT/equivalent.

4.3 Logistics and Technical Support

The Contractor shall have electronic mail capability, provide e-mail addresses for employees and have the necessary connectivity to communicate with the Government and other Contractors. Microsoft (MS) Outlook is preferred in order to communicate and coordinate meetings and schedules with SEA 04X and applicable naval shipyard representatives. The Contractor is responsible for obtaining Navy Enterprise accounts for employees requiring access to DoD databases.

The Contractor shall arrange for adequate facilities in support of accomplishing strategic planning events as tasked.

The contractor shall assist in developing meeting schedules, agendas, and provide support to document meeting minutes and agreed upon actions with corporate stakeholders involved.

The contractor shall review, analyze and provide recommendations to utilize new initiatives and best practices to improve areas within program and project management. All data/deliverables produced under this Task Order shall become the property of the Government.

5. Task Areas

5.1 Task 1 Program Management Support:

5.1.1 Program management support for Project Execution of Naval Ship Maintenance Availabilities and Performance Improvement Initiatives includes: process and performance improvement, and organizational consulting/facilitation services necessary to tie business process and performance support to execution of Naval Maintenance availabilities.

5.1.2 NAVSEA and NSY Subject Matter Expert (SME) will work with the contractor to provide the specific support needed to assist within each government activities specific tasking requirements. This includes data gathering, analysis, and recommendations concerning the Project management systems used by the Naval Shipyards;

i.e. Project Sequence and Scheduling (PSS), Advanced Industrial Management (AIM), etc., as well as other IT systems that are used to support Naval Shipyard maintenance execution efforts.

5.1.3 Support for Project Execution will also include program infrastructure consulting; process administration;

organizational and technical implementation; and the governance necessary to evolve process/performance improvement efficiencies to achieve program objectives and goals.

5.1.4 Access to the Navy Enterprise through non-government/leased computers is the responsibility of the Contractor. The Contractor shall have the capacity to access various NAVSEA, SEA 04X, Navy and DoD databases to enter and retrieve information. All employees performing efforts under this task order are required to access project workspaces and document archives that support the performance of this contract.

5.1.5 The Contractor shall coordinate and host quarterly program reviews (CDRL A002) for the purpose of providing a forum for the formal exchange of information relating to the contract/project and to review the effectiveness and conformance to task deliverables throughout all areas of contract performance. The quarterly reviews may be held via telephone conference or at the Contractor’s Facility based upon the current status and risks to programs at the time of scheduling. In addition to quarterly reviews, special reviews shall be scheduled at any time the Contractor and/or the Government Project Manager determine that a risk exists as a result of technical, schedule, quality or cost problems. Dates and locations of such meetings shall be determined by mutual agreement between the Contractor and the Government Project Manager.

5.1.6 The Contractor shall provide administrative, financial, logistics, and management support for the Government’s execution of the SEA 04X project execution and deck plate effectiveness program (CDRL-A003).

This includes the data deliverables required by DD Form 1423 as specified in section J, Exhibit A CDRLs A001, A002, A003, A004, A005 and A006.

5.2 Task 2 LEAN Process Innovation Performance Support:

5.2.1 The contractor will assist the Government with planning, training, coaching, facilitating lean events, metric development, solution implementation, sustainment, and integration functions or activities as necessary to successfully achieve process/performance improvement objectives. Experienced, professional Industrial Engineers (e.g. Bachelor of Science in Industrial Engineering (BSIE)) and experienced LEAN practitioners (e.g. American Society for Quality (ASQ) certified black belts) will accomplish these objectives in industrial environments, including dry docks, shop facilities, and shipboard.

5.2.2 Process/Performance Improvement support will be required in the following categories of work:

5.2.2.1 Initiative identification,

5.2.2.2 Benchmarking and scoping of improvement opportunities,

5.2.2.3 Facilitation of process/performance improvement events/initiatives,

5.2.2.3 Development of strategies and plans,

5.2.2.4 Coaching and mentoring,

5.2.2.5 Change management,

5.2.2.6 Metrics development,

5.2.2.7 Business Case Analysis (BCA) including methods to analyze return on investment (ROI),

5.2.2.8 Organizational Analysis, Simulation and Modeling,

5.2.2.9 Implementation management,

5.2.2.10 Sustainment,

5.2.2.11 Technical Writing,

5.2.2.12 Technical Review,

5.2.2.13 Initiative Identification and Scoping of Potential Business Improvement Opportunities,

5.2.2.14 Provide benchmark and comparative analysis, for example of current ship industry including building, repair and scrapping.

5.2.2.15 Conduct assessments and strategy developments in targeted areas to identify best practices/methodologies/technologies including improvement initiative recommendations.

5.2.2.16 Design and deliver a dynamic system to evaluate, track, display, relate and prioritize all proposed and active initiatives, across NAVSEA including efforts within all four public shipyards systematically.

5.2.2.17 Identify, compare and contrast new proposed initiatives and optimize with current industry standards, trends, best practices, emerging technologies and requirements.

5.2.3 Implementation Strategies and Plans

5.2.3.1 Develop and recommend an execution strategy for ongoing and proposed improvement initiatives that maximizes and accelerates adoption and sustained success.

5.2.3.2 Provide an assessment of completed, on-going and proposed initiatives for improved shipyard throughput, cost savings, and for alignment with the NAVSEA Strategic Plan.

5.2.3.3 Identify private and public best practices and work processes.

5.2.3.4 Prepare drawings, flow charts, and technical work documents.

5.2.3.5 Perform technical reviews.

5.2.4 Business Analysis

5.2.4.1 For identified improvement initiatives, provide business case analyses (BCAs) with particular focus on throughput, cycle time, business and industrial processes. BCA’s should provide an understanding of associated business and implementation risks for each initiative, impact of each initiative, costs associated with implementation efforts, and other relevant components.

5.2.4.2 Provide an overview of initiatives to include the following: current state of affairs for process/organization under review, description and significance of improvement effort, required fixed and variable costs (to include labor), timeline and proposed future state.

5.2.4.3 Detail recommended steps/activities for implementation and follow on assessment of effectiveness including additional actions.

5.2.4.4 For new technologies, propose potential acquisition strategies associated with each of the proposed initiatives and indicate the risks and benefits that are expected to accrue.

5.2.4.5 Develop metrics to measure the success of initiatives.

5.2.4.6 Perform modeling, and simulation as tasked.

5.2.4.7 Design and build business system architectures.

5.2.5 Implementation Management & Education Support Services

5.2.5.1 Assist with proposed and on-going implementation plans including guidance and mentoring during implementation efforts.

5.2.5.2 Support, facilitate and accelerate change management and provide education throughout all levels of Naval Shipyard Management (determination of learning objectives, frequency, and methods should be developed).

5.2.5.3 Provide program support for NAVSEA and Naval Shipyards to include such tasks as: facilitation of meetings and strategic off-sites associated with Lean/Process improvements, scheduling, and developing leading and output based metrics and milestones.

5.2.5.4 Provide Change Management Support to include developing recommended communications strategies, culture change strategies, and personnel training. Provide support for technology insertion and/or enhancement in project execution development solutions such as project management tools, E-TWD, etc. to increase their effectiveness and/or to reduce solutions costs, or requirements.

5.2.5.5 Provide certified Lean practitioners (e.g. ASQ Black Belt) and experienced, degreed Industrial Engineers (e.g. BSIE) to develop discreet job/task level process improvement business objective proposals to achieve improved maintenance execution in naval shipyards.

5.2.5.6 Provide one on one coaching and mentoring to managers, supervisors and team leaders who are spearheading or driving process or performance improvement activities.

5.2.3 To enable efficient and effective use of this task effort, the government will arrange for and provide space within the individual naval shipyards as tasked for on-site support for up to thirty-six (36) personnel of the combined total of all four shipyards. Variability of manpower and prioritized use of this task over the terms of the contract by each individual naval shipyard is expected.

(CDRL’s A001, A003, A004, and A006 apply to this task area)

5.3 Task 3 Project Management Training (PMT) and IPTD:

5.3.1 In order to be considered successful, the PMT Program must continue to deliver an integrated high level professional curriculum that simultaneously satisfies the immediate and long-range needs of the industrial operations base and naval ship maintenance community. The contractor's familiarity with the community and continuous support of strategic initiatives is essential. Contractor and shipyard personnel will partner in the development, delivery and improvement of the PMC Program products/sessions. The ability to award Professional Development Units (PDU) will be considered essential.

5.3.2 The actual number of delivered Project management (PM)/IPTD sessions, duration of each session, and the associated delivery schedule of IPTD sessions and other learning solutions/courses is subject to change based on the dynamics of shipyard, ship and project team availability, along with the associated budget and scheduling process.

It is anticipated that approximately 60 IPTDs, 10 aircraft carrier, fixed wing, nuclear powered (CVN) and 50-submarine, will be given per year. The contractor will work closely with designated Government officials to create and maintain a delivery schedule that is based upon the delivery criteria specified by the NSTEP Management Board. In order to support ongoing maintenance initiatives and avoid undue disruption to current professional development services to the fleet, the contractor must be able to begin delivery of IPTD sessions defined by the above criteria within one month of contract award.

5.3.3 Provide management support for each task along with strategic planning consultation and facilitation including:

5.3.3.1 Evaluate issues and provide recommendations related to Task 3 efforts regarding cost, schedule, and performance.

5.3.3.2 Gather information, identify issues and provide recommendations and draft documentation to achieve overall goals.

5.3.3.3 Analyze, evaluate and provide recommendations for the planning, development, monitoring and execution of Task 3 efforts.

5.3.3.4 Analyze, evaluate and prepare program briefs, reports and correspondence.

5.3.3.5 Review, analyze and provide recommendations to utilize new initiatives and best practices to improve areas within program and project management (Hot Wash).

5.3.3.6 Prepare and maintain program documentation.

5.3.3.7 Conduct cost/performance trade off studies with regards to conducting workforce and competency development programs.

5.3.3.8 Review, assess and monitor Naval Ship Maintenance initiatives and recommend workforce development efforts that may assist in the implementation of these initiatives.

5.3.3.9 Make recommendations concerning how to utilize the suite of existing Naval Shipyard systems and Integrated Project Team Development to address technical, performance, life cycle, risk, ROI, and other issues affecting Naval Ship Maintenance.

5.3.3.10 Develop performance measurements/metrics with respect to the execution of all related efforts.

5.3.3.11 Prepare risk assessments, analyses, studies, recommendations, documents and updates to documents associated with the program to ensure configuration management and consistency.

5.3.3.12 Provide consulting and instruction to selected Government Subject Matter Experts (SME) on curriculum development, production of training materials, and delivery of instruction. Coordinate with Government SME to design, develop, and produce all student and instructor materials necessary for executing program courses of instruction, team sessions and related efforts.

5.3.3.13 Plan, coordinate, and provide all logistic requirements required for carrying out the program and related efforts, including arrangement of facilities, supporting student materials, reference materials, and instructional equipment.

5.3.3.14 With the support of the naval ship maintenance community Process Masters/SME, and direction from the management board, assist with the design, incorporation and delivery of materials or modules of instruction that may arise from participant feedback, lessons learned, changing environmental needs or success criteria, outcomes of individual curricula reviews and the suggestions of the management board. This may include migration to electronic media and learning solution and content management.

5.3.3.15 As appropriate to each program area, design and implement evaluation activities to determine the degree to which the Program meets its stated objectives and the expressed needs of the program area.

5.3.4 Aircraft Carrier Team IPTD: An Aircraft Carrier IPTD solution will be delivered for each project team responsible for a major Aircraft Carrier availability (including Programmed Incremental Availabilities and Docking Programmed Incremental Availabilities) where the Naval Shipyard is the Naval Supervising Authority (NSA) or the Lead Maintenance Activity (LMA). The goal of Aircraft Carrier Team Integrated Project Team Development is to improve project team performance and promote the initiatives and strategic objectives of NAVSEA and key stakeholders. The Aircraft Carrier IPTD solution will be delivered in three phases (STEPs), with each STEP focusing on the needs of the project team during the portion of the project planning lifecycle in which the step is conducted.

5.3.4.1 The STEP I IPTD session will be delivered approximately 10 months prior to the start of the availability, last approximately nine days, and include approximately 35 participants. To maximize the effectiveness of the time the project team is taken off line, promote team building and to allow for longer working hours, this session will be “residential”. Where practicable, two Aircraft Carrier Availability Project Teams will go through a joint STEP I session in order to promote knowledge sharing between the two teams and to reduce costs.

5.3.4.2 The STEP II IPTD session will be delivered approximately 5 months prior to the start of the availability, last approximately 5 days, and include approximately 85 participants. There will be a separate STEP II session for each project team to allow the session’s content and schedule to be tailored to meet that team’s specific needs.

5.3.4.3 The STEP III IPTD session will be delivered within one month of the start of the availability, will last approximately three days, and include approximately 200 participants. This will be a non-residential session, and there will be a separate STEP III session for each project team.

5.3.4.4 When requested/directed by the Program Manager/Dean, a STEP IV session will be conducted for project teams responsible for conducting Docking Programmed Incremental Availabilities. This one day session will be conducted during availability execution, as determined the availabilities Project Superintendent, and will include approximately 75 participants.

5.3.5 Submarine IPTD: A Submarine Integrated Project Team Development solution will be delivered for each project team responsible for a major submarine availability (including Engineered Refueling Overhauls, Engineered Overhauls, Depot Modernization Periods, and Extended Docking Selected Restricted Availabilities) where the Naval Shipyard is the NSA or the LMA. The Submarine Integrated Project Team Development solution may also be delivered, upon request of approval of the executing Shipyard and with approval of NAVSEA 04X, for minor availabilities (including Dry-dock Selected Restricted Availabilities, Pre-Inactivation Restricted Availabilities, and Ship Deactivations). The goal of the Submarine Team Integrated Project Team Development is to improve project team performance and promote the initiatives and strategic objectives of NAVSEA and key stakeholders. The Submarine Integrated Project Team Development solution is presented in four (4) STEPS, three take place in planning and one during execution. Specific topics, speakers and activities are developed to meet the needs of each

CNO availability. The STEP II is set up in two phases, one for Ship’s Force Leadership and the other for the combined Shipyard and Ship’s Force Project Team.

5.3.5.1 The STEP I IPTD session will be delivered approximately six to eight months prior to the start of the availability, last approximately five days, and include approximately 36 participants. It is normally held in the vicinity of the executing Shipyard, but may be held in Washington, DC. Where practicable, two Submarine Availability Project Teams will go through a joint STEP I IPTD session in order to promote knowledge sharing between the two teams and to reduce costs.

5.3.5.2 The Ship’s Force Leadership session is scheduled at A-4 to A-2 (ideally 3 weeks prior to the IPTD STEP II), giving the Ship’s Force personnel the opportunity to shift focus from an Operational to a Maintenance mindset.

The 1-day schedule offers the ship’s force the opportunity to preview what to expect at the scheduled IPTD. It is normally attended by about 25 personnel, consisting of the majority of the submarine’s Wardroom and Chief’s mess.

It allows time for them to focus on upcoming topics and formulate questions and identify barriers and possible solutions to the same.

5.3.5.3 The STEP II IPTD session will be delivered approximately two to four months prior to the start of the availability, last approximately 3 days, and include approximately 50 participants. It is normally held in the Ship’s homeport. The STEP II session may be residential for the Shipyard members. There will be a separate STEP II session for each project team to allow the session’s content and schedule to be tailored to meet that team’s specific needs.

5.3.5.4 The STEP III IPTD session will be delivered within one month of the start of the availability, will last approximately one day, and include approximately 75 participants. This will be a non-residential session, and there will be a separate STEP III session for each project team.

5.3.5.5 The STEP IV IPTD session will normally be delivered about one month after undocking (or refueling), will last approximately one day, and include approximately 75 participants. This will be a non-residential session. The purpose of this event is to provide an opportunity for realignment of the project team after a major milestone, allowing the team to focus on the endgame and availability completion.

5.3.6 Project Management Fundamentals Course: A Naval Ship Maintenance community residential course delivered 8 times a year, with deliveries at/across the four naval shipyards suited to support shipyard needs and minimizing course attendee costs. Each course has up to 90 participants for a period of 10 days. Course material delivered covers naval ship maintenance Project Management processes of: AIM Suite, workload and workforce utilization, life cycle, return on investment functions, and Project Management Book of Knowledge (PMBOK) in a collaborative workshop.

5.3.6.1 With the support of the naval ship maintenance community Process Masters / SME, and direction from the management boards (TASK 4), assist with the design, incorporation and delivery of materials or modules of instruction that may arise from participant feedback, lessons learned, changing environmental needs or success criteria, outcomes of individual curricula reviews and the suggestions of the management board. This may include migration to electronic media and learning solution and content management.

5.3.7 As appropriate to each program area, design and propose evaluation activities to determine the degree to which the Program meets its stated objectives and the expressed needs of the program area. Plan, coordinate, and provide logistic requirements required for carrying out the program’s and related efforts, including arrangement of facilities, supporting participant materials, reference materials, and equipment for process innovation efforts. Coordinate with Government SME to design, develop, and produce all student and instructor materials necessary for executing program courses of instruction, team sessions and related efforts.

(CDRL’s A001, A003, A004, and A006 apply to this task area)

5.4 Task 4 Broader Community Workforce and Team Development:

5.4.1 The work of this task is similar to Task Area 3 for the four naval shipyards above, expanded to the broader NAVSEA Naval Ship Maintenance enterprise, with specific attention to the “One Nuclear Shipyard” community.

Naval Ship Maintenance Community Workforce and Team Development, which includes IPTD sessions and similar workforce development efforts for Naval Ship Maintenance Community organizations outside of the Naval Shipyards, such as: Carrier Teams, Submarine Teams, SRF; the Supervisors of Ship Building; Fleet RMC; and the two private nuclear shipyards (HII-NNS/GDEB).

5.4.2 To support NAVSEA and Fleet Corporate Strategies and improve Regionalized Naval Ship Maintenance across the Naval Ship Maintenance community, additional professional development efforts similar to the IPTD may be needed for other Naval Ship Maintenance Organizations outside of the naval shipyards. The goal of these professional development efforts is to facilitate alignment with strategic goals, and support platform community alignment as outlined by “Aircraft Carrier and Submarine Team 1” Executive Steering Committees, Fleet sponsors and ships force “user” communities. In addition, these efforts will be used to improve inter/intra-organizational communication and interaction, facilitate process improvement, promote knowledge sharing, and provide other training and education that will improve the quality and cost effectiveness of Naval Ship Maintenance.

5.4.3 As appropriate to each program area (project management, submarine and aircraft carriers) design and propose evaluation activities to determine the degree to which the program meets its stated objectives and the expressed needs of the program area. Conduct periodic visits as directed by client needs to provide consulting assistance with program business objectives and metrics.

5.4.3.1 Program Management Board executive planning meetings will be conducted annually to review program direction, future year schedule and session objectives, design, and content applicability. The contractor is responsible for coordinating and facilitating these events, including arrangement of facilities, advanced reading materials, coordinating the agenda, and assisting Government representatives in preparing briefs and reviews associated with the delivery of this task order. Tasking may include support for evaluating issues and providing recommendations related to shipyard, and ship, submarine, information system, or weapon system cost, schedule, and performance with regards to Naval Ship Maintenance.

(CDRL’s A002, A003, A006, and A007 apply to this task area)

5.5 Task 5 Project Execution-Deck Plate Coaching/Mentoring Support:

5.5.1 Using industry best practices and innovative methodologies provide facilitation, data gathering, research, analytical support, and subject matter expertise as required. Access to information, personnel, systems, and departments within individual naval shipyards will be granted as required. Provide periodic updates, reports and briefings discussing activities, observations, findings and recommendations, as directed by the Government Task Manager.

5.5.2 Utilizing the individual Naval Shipyard Command Philosophy, Guiding Principles, High Performance Organization Model, DOD Civilian Leadership Development Framework, and any other critical sources provided by Shipyard leaders, identify gaps, make recommendations and help document and institutionalize decisions.

5.5.3 Design and propose a strategic business and execution approach for supervisory/mid-level manager coaching with defined process and performance expectations, measures and metrics aligned to drive the behaviors and results desired by the command. Provide high performance supervisory, and mid manager level coaching and mentoring support to include Project Zone Managers and Trade Managers, who are experiencing increasing demands in coordinating work, developing their people, critical thinking, focused on organizational leadership, trust, employee engagement and productivity improvement.

5.5.4 Provide for naval shipyard daily deck-plate interactive mentoring and coaching of the core tools and processes that enable the Shipyard to peak performance. Deck plate coaching may include assessing employee’s knowledge, skills and abilities with and provide coaching on AIM, PSS, Execution Priorities, Supervisors Desk (SUPDESK), Automated Training Management System (ATMS), packaging, kitting, project, shop, division, department and material management. Tasking includes the integration of project management fundamentals and methodologies with continuous Training and Development, Learning Organization, and Continuous Process Improvement philosophies within the Naval Shipyard.

5.5.5 To enable efficient and effective use of this task effort, the government will arrange for and provide space within the individual naval shipyards as tasked for on-site support for up to fifty (50) personnel of the combined total of all four shipyards. Variability of manpower and prioritized use of this task over the terms of the contract by each individual naval shipyard is expected.

(CDRL’s A001, A003, A004, and A006 apply to this task area)

5.6 Task 6 Environmental, Safety and Health Program Support:

5.6.1 Provide facilitation support to develop/revise strategic plans for environment, safety and health program management, including workforce development measures related to the environment, safety and health programs.

5.6.2 Maintenance and updates of the OSHE Control Manual for Naval Shipyards.

5.6.3 Support for NAVSEA and Naval Shipyards High Risk Working Groups (Confined Space, Fall Protection, Electrical Safety, Energy Control, and fire prevention as defined).

5.6.4 Renewal of National Pollutant Discharge Elimination System (NPDES) dry dock permits.

5.6.5 Support to environmental planning initiatives and development and review of National Environmental Policy Act (NEPA) documentation.

(CDRL’s A001, A003, A004, and A006 apply to this task area)

5.7 Surge Tasking

The contractor shall be prepared to provide CONUS or OCONUS support for unanticipated surge support requirements for all identified tasks within the Task Order.

6. Non-Disclosure Agreements

The Non-Disclosure Agreement Form shall be completed by all Contractor personnel performing on the Task Order and a copy shall be provided to the Contracting Officer's Representative identified in SECTION G. These forms shall be completed within fifteen (15) days of Task Order Award or from date of hire, whichever is earlier.

(CDRL A007 applies to this task area)

7. Security Requirements

7.1. At time of award all personnel shall possess an interim SECRET clearance with final clearances granted within 60 days of contract award. All personnel performing work under this Task Order shall possess and maintain a SECRET clearance for the period of performance of the Task Order or for as long as the person is performing work under this Task Order.

7.2 It is expected that the performance of some of the tasking support will take place at the Vendor's location (Contractor's Office); however, the tasking’s will require routine access to Government furnished equipment and information residing at multiple U.S. Naval Shipyards. The Contractor shall maintain a Secret facility security clearances with Confidential safeguarding for their direct cite office facility to ensure that it is able to store and process classified material up to the Confidential level, including Not Releasable to Foreign Nationals/Governments/Non-US Citizens (NOFORN) information. The Contractor shall provide security administration, controlled storage, and dissemination of sensitive and classified material. All facility security requirements for the administration, storage, and dissemination of classified material shall be met within 30 days of contract award.

7.3 The Contractor shall have electronic mail capability and the necessary connectivity to communicate with the responsible government task managers. The Contractor's system must be compatible with the Government's MS Outlook system, in order to communicate and coordinate meetings and schedules as required.

7.4 The Contractor shall maintain a file system for correspondence and presentation material. All files maintained for this Task Order shall be accessible by the government technical POC (TPOC), and the COR.

7.5 The Contractor shall be responsible for obtaining all necessary PKI Certificates for their employees who must access DoD websites in the performance of this contract but do not need access to DoD Facilities. For those employees who must access DoD Facilities, the Contractor shall take the necessary steps to attain Common Access Cards (CACs). Responsibility for administration of SEA 04X Navy Enterprise seats remains with the Government.

C-202-H001 ADDITIONAL DEFINITIONS–BASIC (NAVSEA) (OCT 2018)

(a) Department - means the Department of the Navy.

(b) Commander, Naval Sea Systems Command - means the Commander of the Naval Sea Systems Command of the Department of the Navy or his duly appointed successor.

(c) References to The Federal Acquisition Regulation (FAR) - All references to the FAR in this contract shall be deemed to also reference the appropriate sections of the Defense FAR Supplement (DFARS), unless clearly indicated otherwise.

(d) National Stock Numbers - Whenever the term Federal Item Identification Number and its acronym FIIN or the term Federal Stock Number and its acronym FSN appear in the contract, order or their cited specifications and standards, the terms and acronyms shall be interpreted as National Item Identification Number (NIIN) and National Stock Number (NSN) respectively which shall be defined as follows:

(1) National Item Identification Number (NIIN). The number assigned to each approved Item Identification under the Federal Cataloging Program. It consists of nine numeric characters, the first two of which are the National Codification Bureau (NCB) Code. The remaining positions consist of a seven digit non-significant number.

(2) National Stock Number (NSN). The National Stock Number (NSN) for an item of supply consists of the applicable four-position Federal Supply Class (FSC) plus the applicable nine-position NIIN assigned to the item of supply.

C-204-H001 USE OF NAVY SUPPORT CONTRACTORS FOR OFFICIAL CONTRACT FILES (NAVSEA)

(OCT 2018)

(a) NAVSEA may use a file room management support contractor, hereinafter referred to as "the support contractor", to manage its file room, in…