NAVFAC SE Industry Day Brief MBOS JBOS.pdf

Naval Air Station Jacksonville, FL and outlying areas & Naval Station Mayport, FL and outlying areas

Base Operation Support Services

22 Jan 2025

Industry Day

Welcome 2025 NAVFAC SE MBOS/JBOS Industry Day Greeting

Two Sessions Morning – Information Briefs on NAVFAC SE Upcoming Procurements

CDR Chester Wycoff, Jacksonville PWO Donald Kirk, Jacksonville BOS Project Manager CDR Nathan Chenarak, Mayport PWO Ricardo Lizasuain, MCSF-BI Facility Support Branch Head John Anderson, Mayport/MCSF-BI BOS Project Manager Rebecca Jones, FSC/BOS Contracts Division Director Brief on Metrics and Government MAXIMO

Afternoon – Breakout Sessions

Agenda NAVFAC SE Welcome/Introduction NAS Jacksonville Base Operations Support (JBOS) Contract NAS Jacksonville Orientation and Mission Performance-Based Contract Structure JBOS Overview

Naval Station Mayport Base Operations Support (MBOS) Contract NAS Jacksonville Orientation and Mission USMC Support Force Blount Island Orientation and Mission MBOS Overview

Performance Metrics and NAVFAC Maximo Data Management Contracting Focus Areas and Concerns Wrap-up

NAVFAC SE FSC/ BOS Contracts Program

95 Active Contracts 16 NAVFAC PWDs and 2 Marine Corps Installations Written using NAVFAC PWS, Deliverables, and Technical Exhibit Templates

Ease of use Uniformity and Standardization

Adherence to Performance-based contracting principles Execute and administer approximately $345M per year of service contracts 8 BOS Contracts 29 Multi-function Support Contracts 13 Active and Future Procurements for FY25 and FY26

FSC/BOSC Technical Annexes 0304010 – IT Support and Management 0401000 – Force Protection 0402000 – Fire and Emergency Services 0404000 – Safety 0501030 – Aviation Fuel Support 0501040 – Ground Electronics 0501050 – Airfield Facilities 0501070 – Passenger Terminal and Cargo Handling 0600000 – Port Operations 1001000 – Material Management 1002000 – Supply Services

1200000 – MWR

1300000 – Galley 1401000 – Family Housing 1402000 – Unaccompanied Housing 1501000 – Facility Management 1501001 – Facility Management (Relocatable Facility)

1502000 – Facility Investment 1503010 – Custodial 1503020 – Pest Control 1503030 – Integrated Solid Waste Management 1503040 – Other (Training Pools) 1503050 – Grounds Maintenance and Landscaping 1503060 – Pavement Clearance 1601000 – Utility Management 1602000 – Electrical 1603000 – Natural Gas 1604000 – Wastewater 1605000 – Steam 1606000 – Water 1606001 – Water (Overseas) 1607000 – Chiller Plant 1700000 – Transportation 1800000 – Environmental

Active and Future Service Contract Procurements

*Annual Historical Value is provided for informational purposes. No assurances are made that workload and volume of future effort and costs will replicate past experience.

MNT – Maintenance BOS – Base Operation Support

MBOS/JBOS Pre-Award Team Program Managers

Contracting – Rebecca Jones, FSC/BOS Contracts Division Director Technical - Charlie Smith, FSC Product Line Director

Mayport/BIC BOS Project Team *Contracting – Cari Fiebach, FSC Pre-award Supv Contracts Specialist (CS)– cari.l.fiebach.civ@us.navy.mil Technical – John Anderson, PE, Senior FSC Project Manager Transition Coordination – Dave Burnett and Matthew Aguilar

Jacksonville BOS Project Team *Contracting – Courtney Peterson, FSC-BOS Pre-Award CS - courtney.j.peterson3.civ@us.navy.mil Technical – Don Kirk, Senior FSC Project Manager Transition Coordination – Dave Burnett and Matthew Aguilar

*Contract Specialist to contact for each procurement. Notification will be provided if POC changes.

mailto:cari.l.fiebach.civ@us.navy.mil mailto:courtney.j.peterson3.civ@us.navy.mil

Naval Air Station Jacksonville Overview

CDR Chester “Chet” Wyckoff, P.E.

Publics Works Officer

Naval Air Station Jacksonville

NAS JAX History

Large/Dynamic AOR in Support of DoD Requirements

1907 land known as Black Point first used by U.S. Army.

1917 U.S. Army Camp Joseph E. Johnston was commissioned.

1939 The Hepburn Board Report recommends establishment of NAS Jacksonville.

1940 NAS Jacksonville commissioned.

1941 First class of aviation cadets receives their wings.

1948 Navy’s first jet carrier air groups and squadrons arrive.

1952 Establishment of patrol squadron Fleet Air Wing 11.

2012 P-8A Poseidon roll out ceremony held.

2013 First Triton unmanned aircraft squadron established.

2016 Airfield reopens after one year $52M recapitalization.

NAS Jacksonville AOR

Large/Dynamic AOR in Support of DoD Requirements

• Main base + 22 Special Areas (6 in Puerto Rico)

NAS Jacksonville

By the numbers

• PRV- $4.57B

• Utilities- $440M

• 1,590 Facilities

• Building SF – 7.8M SF

• 2 Runways (1 OLF)

• Main base + 22 Special Areas

(6 in Puerto Rico)

• Base Condition Rating – 79

• Average Facility Age – 50 Yrs

• Base Population ~ 22,000

• Housing Capacity:

• BQ 1,635

• Family 302

• Roads 39 Miles

• Drinking Water Plant

• Waste Water Treatment Plant

• Electrical Distribution

• Contracted services for base support, janitorial, grounds maintenance

Utility Infrastructure

• Electricity

• Feeders from JEA Substation along SR17 supplies all power to NAS JAX (50MW)

• Distribution: 75 miles of lines, 400 transformers, 100 switches

• Water

• WTP with three 1,000-ft. wells provides 100% of on-base water, with a city water connection

• Water lines - 54 miles

• Sewage

• Internal WWTP with 34 miles of collection piping and 42 lift stations

• Reuse water sent to NAS JAX and Timuquana Golf Courses

• Steam

• Three steam plants supply 23 facilities (Hospital and FRC)

• Compressed Air

• Four centrifugal compressors supply 28 facilities (FRC and Hangar 1000)

• Natural Gas

• Privatized system provides natural gas to 80 facilities

Air Operations

• Average annual total operations

• NAS JAX: 35,000 evolutions

• NOLF Whitehouse: 24,000 evolutions

• Two runways

• 9,000 feet at NAS JAX (Runway 10/28)

• 8,000 feet at NOLF Whitehouse (Runway 12/30)

• Major hub for all air logistics at AMC Terminal

• Process 1,000 aircraft (27K+ passengers and 1,090+ tons of cargo)

• Direct support for NAVSTA GTMO

• Support for 130+ SAR training events annually

• Support of CVW and CNATRA training requirements

Major Supported Commands

Helicopter Maritime Strike Wing, Atlantic Fleet (HSMWL):

4 operational HSM squadrons; 1 reserve HSM squadron

Patrol and Reconnaissance Wing 11 (CPRW 11):

7 Operational squadrons; 1 reserve; 1 UAS Approximately 2,600 personnel

Patrol Squadron 30 (VP 30):

P-8 Poseidon Fleet Replacement Squadron Approximately 1,200 personnel Largest squadron in the Navy

Fleet Readiness Center Largest tenant command on NAS JAX:

- 5,565 military/civilian/contractor

- One of the largest industrial employers in are

Products and Services:

- Airframe depot level repairs

- Aircraft engine depot level repairs

- Avionics

- Manufacturing

Naval Hospital JAX Offers primary care for military and families

PWO

DPWO

Environmental

- Permitting

- Restoration

- Haz Waste

Disposal

- Natural

Resources

- Cultural

Resources

- Tanks/Spills

Production

- Utilities

- Transportation

- Facilities

Support Contracts

Facilities Engineering and Acquisition

- Design

- Contracting

- Project

Management

Facilities Management

- Requirements

- Planning

- Project

Development

PWD Jacksonville Org Chart

CDR Allen Willey Dave Krause

14 October 2016

Naval Air Station Jacksonville, FL and outlying areas Base Operation Support Services

Donald Kirk Senior Facility Support Contracts Project Manager

Overview of the Contract General Description:

The outcomes to be achieved are Base Operations Support Services (BOS) at Naval Air Station (NAS) Jacksonville located in Jacksonville, FL and other outlying areas.

This requirement includes all labor, management, supervision, tools, material, and equipment necessary to perform: Facility Management; Facility Investment; Facility Investment – Defense Health Agency (DHA); Other Training Pools; Utilities Management; Electrical; Wastewater; Steam; Water; Compressed Air;

Transportation and Environmental.

Major Tenant: Fleet Readiness Center Southeast (FRCSE); Defense Health Agency (DHA) The outcomes for this acquisition are consistent with the Federal Acquisition Regulation (FAR) 37.101 definition of service contracts.

Section C PWS General Information The Section C Performance Work Statement (PWS) is provided as an attachment to the RFP Supports PBSC (Performance Based Service Contracting) Uses Navy-wide Templates Standard structure

Tabular format Standard Functional Annex

Annex 1 – Contains information relevant to the entire scope of the contract Annex 2 – Management and administration requirements relevant to the entire scope of the contract (including mobilization/demobilization) Annexes 3 through 18 contain the technical information and requirements particulliar to that technical annex. Each of these annexes can contain 1 or more sub-annexes.

Section C PWS General Information

Spec Item Standard Use

General Information Information unique to the understanding of the technical requirements of this specification

Management & Administration Management and administrative requirements unique to the planning, execution, management and administration of the performance requirements of this specification. This cost is spread to Spec Item 3 for Recurring Work

Recurring Work All Recurring Work technical requirements of this specification.

Non-recurring Work A pre-priced list of unplanned and unscheduled Unit Priced Task (UPT) Work (non-negotiated) and Unit Priced Labor (UPL) Work (negotiated).

SECTION C: Annex Content – Technical Annexes 3 - 18

Section F and J General Information SECTION F: Deliverables

Contains a summary list and examples of data deliverables and reports

SECTION J: Documents, Exhibits, and Other Attachments Recurring Work (FFP) ELINs Non-Recurring Work (IDIQ) ELINs

Client ordering of pre-priced line items via task order Other attachments Definitions and Acronyms Wage Determinations Directives, Instructions, and References Service Level Standards (formerly Common Output Levels or COLs) Inventories and Maps Descriptions, Locations, and Frequencies for Scheduled Work Standard numbering convention

Numbering example: “J-0200000-12”

JBOS PWS Structure Annex 1 (0100000) – General Information Annex 2 (0200000) – Management and Administration Annex 15 (1500000) – Facilities Support

1501000 – Facility Management 1502000 – Facility Investment 1502000 – Facility Investment - DHA 1503040 – Other (Swimming/Training Pools)

Annex 16 (1600000) – Utilities 1601000 – Utilities Management 1602000 – Electrical 1604000 – Wastewater 1605000 – Steam 1606000 – Water 1608000 – Compressed Air

Annex 17 (1700000) – Transportation Annex 18 (1800000) – Environmental

E/U/R Work (Service) Orders Standardized

$3,500 in direct labor and material costs per work order (varies by site/contract) Categories: Emergency, Urgent and Routine (E/U/R) Completion times:

Emergency: Responded to within one hour of receipt of call Urgent: Completed within 5 working days Routine: Completed within 30 calendar days

Scope ”The Contractor shall perform E/U/R work in a timely manner to ensure facilities, systems, ground structures and other assets are fully functional, in normal working condition and function properly in accordance with specified standards.” Intent is to provide an effective way to execute reactive and unscheduled work.

E/U/R work orders will include a wide variety of repair work Anything other than repair is issued as a Project Order, CAT call or Task Order

Within scope of contract Within E/U/R work order quantities available

Limits of Liability Section C, Sub-annex 1502000 Facility Investment, Spec Item 3.1 E/U/R Work Orders:

The Contractor has full responsibility for any work up to the E/U/R work order limit of liability of $3,500 in direct labor and direct material cost per work order.

The Contractor shall notify the KO upon identification that the work order will exceed the specified limits of liability in accordance with the reporting requirements in Annex 2. The Government may issue a task order under the non-recurring work provisions of the contract for the portion of direct labor and direct material cost that exceeds the E/U/R work order limits of liability. If a non-recurring work order is issued for the portion of work exceeding the specified E/U/R work order limits of liability, the Government will only pay for the portion of direct labor and direct material that exceeds the E/U/R work order limits.

Example of work exceeding the Work Order limits of liability: If a work order requires $3,600 in direct labor and direct material cost, the Government may issue an order in accordance with the Non-recurring Work portion of the contract for the $100 in direct labor and direct material cost that exceeded the E/U/R work order limit of liability.

Ask questions during solicitation phase Limits of Liability vary by Contract, Annex/Sub-Annex and Spec Item.

Limits of Liability will be applied/enforced

Specific LOL NAS JAX:

E/U/R Work Orders (Service Orders) $2,500

PM $500

PM $250 (DHA)

IMP $15,000 (Utilities Annexes)

Electrical, Wastewater, Steam Water, Compressed Air

ITCP $500 (BFP $500)

Swimming Pools - IMP $5,000

Transportation varies by Gross Vehicle Weight Rating (GVWR)

Non-Recurring Work Orders Non-Recurring Work Orders

Intent is to provide an effective way to execute reactive and unscheduled work Within scope of contract Two “types”

Type One: Negotiated:

Unit Priced Labor (UPL) Most commonly used when work under a service order exceeds liability limits Ordered as authorized by the KO via task order Units of measure are LH and DO ELINs may be proposed with a Fixed Burdened Rate markup on the quantity provided in the ELIN

Type Two: Pre-Priced Individual priced, distinct, and severable tasks. These are non-negotiable after award.

Ordered as authorized by the KO via task order Units of measure are EA Contractor reports these task orders (ordered non-recurring service) to the KO monthly Each ELIN defines the estimated quantities; however, the not to exceed limit is the non-recurring total

Invoicing and Receiving Payment:

Payment of individual negotiated and pre-priced task orders through WAWF

Naval Station Mayport Orientation and Mission

CDR Nathan V. Chenarak, P.E.

Publics Works Officer Naval Station Mayport

• Naval Station Mayport

- Navy Fuel Depot, Heckscher Drive

- NEX, Commissary, Ribault Housing

• U.S. Marine Corps Blount Island Command (FEAD Support)

Blount Island CommandUSMC Reserve CTR Heckscher Dr

NAVSTA Mayport

Navy Fuel Depot

NEX /Commissary/ Ribault Housing

PWD Mayport Responsibility

Naval Station Mayport Overview By the numbers:

• 3,793 acres on Atlantic Ocean & St. Johns River

• 1,400 acres wetlands

• One mile of beachline

• 4.5 miles of intracoastal waterway shoreline

• PRV of $2.93B

• 382 non-PPV buildings

• 972 family units and 1524 single Sailor bunks

• Both a seaport & airport

– Able to berth up to 34 ships (including two aircraft carriers)

– Airfield with an 8,000 ft. runway - capable of handling all DoD aircraft

• >9,000 Active Duty and Reserve FTS Sailors

– 3rd largest Fleet Concentration in US

• >1,700 civilian and contractor workforce

Operational Tempo Turning Basin

• 22 U.S. Navy, 1 U.S. Coast Guard Cutter

• ~800 ships movements per year Fueling Operations

• 49 million gallons of fuel transferred to Ships and Helicopters Airfield

• 3 Helicopter Maritime Strike Squadrons

• Forward Operating Base for the MQ-4C

Triton Unmanned Aircraft.

• ~60,000 flight operations per year Aircraft Repair

• FRCSE 114,000 labor hours Installation Maintenance

• Facilities and Utilities – Contract

• Grounds, and Custodial – Contract

• Waste Water – Privatized

139 UICs; Major Commands:

• Commander, United States Fourth Fleet (COMFOURTHFLT)/

• Commander, U.S. Naval Forces Southern Command (COMUSNAVSOUTH)

• Commander, Naval Surface Squadron 14 (COMNAVSURFRON 14)

– Commander, Destroyer Squadron 40 (COMDESRON 40)

• Commander, Littoral Combat Ship Squadron TWO (COMLCSRON 2)

– Commander, Surface Division 21 (COMSURFACEDIV 21)

– Commander, Mine Division 22 (COMMINEDIV 22)

• Commander, Helicopter Maritime Strike Wing U.S. Atlantic Fleet (COMHSMWINGSLANT)

– Helicopter Maritime Strike Squadron 40 (HSM 40)

– Helicopter Maritime Strike Squadron 48 (HSM 48)

– Helicopter Maritime Strike Squadron 50 (HSM 50)

• Unmanned Patrol Squadron 19 (VUP-19)

• Southeast Regional Maintenance Center (SERMC)

• Commander, Afloat Training Group Mayport (ATGM)

• Fleet Readiness Center Det Mayport (FRC Det Mayport)

• Branch Medical Clinic Mayport (BMC)

• 24 Deployable Fleet Ships

Naval Station Mayport Tenants

MCSF-BI

Ricardo Lizasuain 22 Jan 2025

Command Relationships

Marine Corps Support Facility Blount Island (MCSF-BI)

• Plans, coordinates, and executes facility maintenance, construction, environmental management, safety, and physical security.

• Reports to the Commanding General, Marine Corps Installations

East at Marine Corps Base Camp Lejeune

Blount Island Command (BICmd)

• Maintains the high state of readiness of Marine Corps Strategic

Prepositioning Programs worldwide.

• Support global exercises and contingencies to enable the rapid arrival and assembly of Marine Air Ground Task Forces.

• Reports to the Commanding General, Marine Corps Logistics

Command at Marine Corps Logistics Base Albany

MCSF-BI & BICmd Org Chart

Prepo Division

Norway Branch

Shipboard Branch

Future Ashore GPN Nodes

KBR

CGI

Arrow’s Edge

PORTUS

Jacobs/GCR Deputy Commander

Commanding Officer

Operations Division

Mission Assurance Branch

Port Operations Branch

Plans Branch/FOPS

S-3/COPS

Police Department

Logistics Division

Supply Branch

Maintenance Branch

Medical Branch

LOGOPS Branch

Aviation Branch

Installation Division

Engineering & Planning Branch

Facilities Support Operations

S-4

Navy Division

Equipment Branch

Watercraft Branch

Afloat Branch

MCSF-BI

Structure BICmd Structure

Blended Structure

OPCON

ADCON

Contractual Public Affairs Office

HQ Company

Associate Counsel

Business Office

Contracts Office

S-6

Training

Company Office

S-1

Medical (IDC)

Security ManagerS-8

Contractor Support

Installation Overview

Explosive Arc

Dayson Site

ESQD

Collins Aerospace

(Fee Simple)

JAXPORT

Installation Overview Cont

Marine Corps Support Facility Blount Island

7 Nautical Miles

NB Mayport

NAS JAX (26 Miles)

JAX

PORT

Slipway dredged to -38’ MLLW 5 Berths 40 Ton Crane Railhead Maintenance Facilities

Marine Corps Support Facility Blount Island

7 Nautical Miles

Acreage: 1235.2 Total

• 901.6 On-Island

• 333.6 Dredge Spoils and Conservation site Facilities: 924,974 Sqft (111 Buildings) Staging Area: 48 Acres (Reinforced concrete staging area)

38 Acres (Asphalt staging area) 78 Acres (Gravel staging area)

Mission Critical Facilities

Vehicle Maintenance Facility “Big Blue”, Bldg. 350

• Built in 1979

• 321,369 SF

• Over 70 Workstations

• Total vehicle repair

• 16 Vehicle lifts

• Welding Shop

• Machine Shop

• For vehicles delivered by the Military Sealift Command ships to include Humvees and construction equipment like bulldozers.

Wash Rack, Bldg. 360

• Built in 2013

• 37,281 SF

• Undercarriage Spray Wash Station

• Water Cannon Station

• Hot Water Pressure Station

• Steam Clean Area

• For vehicles delivered by the Military Sealift Command ships

• For the NAVY Prepositioning boats

Corrosion Repair Facility, Bldg. 361

• Built in 2014

• 46,616 SF

• Two Blast Booths

• Two Paint Booths

• One Cure Booth

• For vehicles delivered by the Military Sealift Command ships

• For the NAVY Prepositioning boats

Facility Issues

Corrosion

• HVAC Systems

• Exhaust Fans

• Compressors

• Electrical Systems

• Panel Boxes

• Building Envelope

• Walls and Roof Gutter

Moisture/Humidity

• Railroad system

• Ties replaced every 5 years

• Permits

• Title V Air Permit

• Stormwater Permit (SJRWMD/FDEP)

• Multi-sector generic permit (MSGP) with FDEP's NPDES

Stormwater Program

• Large Quantity Generator of Hazardous Waste.

• Natural Resources

• Integrated Natural Resources Management Plan (INRMP)

• Ensures compliance with the National Environmental Policy Act, Sikes Act, Endangered Species Act, and Clean Water Act.

Installation Environmental

Threatened Species at MCSF-BI

Common Name State Status Location

West Indian Manatee

FT St Johns River and MCSF-BI Slipway

Wood Stork FT Storm water ponds

Least Tern ST Lighterage Yard

Southeastern American Kestrel

ST Dredge Disposal Area

Little Blue Heron ST Storm water ponds and ditches

Roseate Spoonbill ST Dredge Disposal Area and storm water ponds

American Alligator FT(S/A) Storm water ponds and Lake Tomroy

Tricolor heron ST Storm water ponds

Worthington marsh wren

ST Dredge Disposal Area

FE – Federally-designated Endangered FT – Federally-designated Threatened FT(S/A) – Federally-designated Threatened due to similarity of appearance FXN – Federally Non-Essential Experimental Population ST – State-Designated Threatened SSC – State Species of Special Concern

Least tern (Sternula antillarum)

Wood stork (Mycteria Americana)

American Alligator (alligator mississippiensis)

MCSF-BI – an OSHA VPP Star Site Approval into VPP is OSHA’s official recognition of the outstanding efforts of employers and employees who have achieved exemplary occupational safety and health.

Originally designated a VPP Star Site in 2015 and recertified in 2018 & 2023.

In addition to a variety of safety programs, our safety and health management system incorporates:

• Actively involving employees in safety initiatives and maintaining a strong commitment from top leadership to prioritize safety.

• Conducting facility wide monthly and quarterly safety inspections (CY24 - 740 findings).

• Preventing and controlling hazards identified during hazard analysis processes.

• Providing safety training to all employees to educate them on hazards, procedures and emergency response.

Emphasis on promoting a strong safety culture – if you see something, say something.

MCSF-BI maintains injury and illness incidence rates ~70% below industry averages.

Installation Safety

QUESTIONS?

Naval Station Mayport, FL and outlying areas Base Operations Support Services

John Anderson Senior Facility Support Contracts Project Manger

Overview of the Contract General Description:

The outcomes to be achieved are Base Operations Support Services (BOS) at Naval Station (NAVSTA) Mayport and outlying areas in Jacksonville, Florida.

This requirement includes all labor, management, supervision, tools, material, and equipment necessary to perform: Port Operations; Facility Management; Facility Investment; Custodial, Pest Control, Integrated Solid Waste Management, Swimming Pools, Grounds Maintenance and Landscaping, Utilities Management;

Electrical; Water; Transportation and Environmental services.

Outlying Areas: Navy Exchange, Commissary and Child Development Center, Ball fields, U.S. Marine Corps Support Force at Blount Island, Naval Sea Systems Command Training Facility at UNF, Defense Fuel Depot, Hecksher Drive.

The outcomes for this acquisition are consistent with the Federal Acquisition Regulation (FAR) 37.101 definition of service contracts.

MBOS PWS Structure Annex 1 (0100000) – General Information Annex 2 (0200000) – Management and Administration Annex 6 (0600000) – Port Operations (NAVSTA Mayport only) Annex 15 (1500000) – Facilities Support 1501000 – Facility Management (2 Annexes NAVSTA and MCSF-BI) 1502000 – Facility Investment (2 Annexes) 1503010 – Custodial (MCSF-BI only) 1503020 – Pest control (MCSF-BI only) 1503030 – Integrated Solid Waste Management (MCSF-BI only) 1503040 – Other (Swimming Pools) (NAVSTA Mayport only) 1503050 – Grounds Maintenance and Landscaping (MCSF-BI only)

Annex 16 (1600000) – Utilities 1601000 – Utility Management (NAVSTSA Mayport only) 1602000 – Electrical (NAVSTA Mayport only) 1606000 – Water (NAVSTA Mayport only)

Annex 17 (1700000) – Transportation (NAVSTA only) Annex 18 (1800000) – Environmental (2 Annexes NAVSTA and MCSF-BI)

Specific LOL NAVSTA Mayport:

Port Ops Equipment $2,500 E/U/R and Project Work Orders $3,500

PM $500

ITCP $500 (BFP $4,000)

ORS $500 ($2,000 COM, $1,000 Fuel Storage Tanks and Berms) Swimming Pools $1,000 Electrical and Water E/U/R $3,500, PM $5,000 Transportation varies by GVW Hazardous Substance Spill Clean-up $10K

Specific LOL MCSF-BI:

E/U/R $2,500

PM $500

IMP $5,000

ITCP $500

ORS $500 ($1,000 Fuel Tanks and Berms) Project Work Orders (Routine and Urgent) $2,500 Custodial S/O $500 Pest Control and Grounds S/O $500 Hazardous Substance Spill Clean-up $10K 50

Integrated Maintenance Program (IMP) General No IMP systems at NAVSTA Mayport Predominantly PM versus IMP at BIC

Remember A “breakdown” maintenance approach is unacceptable Don’t waste your page count on theory – be clear about

What you plan to do;

How it’s worked;

Adequate resources to get what you propose done.

Systems Approach BOS specifications require maintenance of “Systems” for many spec items.

Inventories do not list every “piece/part” of the system.

Example: Attachment J-1502000-XX HVAC System:

-contractor’s PM system includes all mechanically and electrically interlocked ancillary parts, equipment, and components such as:

Using the HVAC example above, the Contractor shall be responsible for an PM of the “HVAC System” to include ancillary parts, equipment, and components that may or may not be specifically listed in the J attachment.

air handling units blowers boilers chillers comprssors condensers cooling towers dehumidifiers diffusers driers ducting electrical disconnects evaporators fans fan coil units filters fire dampers fresh air dampers heaters heat exchangers heat pumps hoods humidification systems insulation intakes package units piping pumps refrigeration boxes registers returns strainers ultraviolet lighting valves VAV boxes variable freq drives water treatment systems

Systems

Other statements you may see in a spec for “systems” Systems commence at the utility isolation point of connection and terminate at the point of delivery

The intent with regard to Systems Straightforward – “maintain the system” Consider other relevant information – facility size, industry knowledge, location, etc.

Ask questions during solicitation phase Expect to be responsible for “Systems” requirements post award

Other Considerations First and Foremost – “Be prepared to perform the work for the price you bid” Limits of Liability will be applied as specified Prices proposed will be used – don’t expect to re-negotiate post award Betterments offered in the non-price proposal become part of the contract

Price what you propose All the “bells and whistles” in your technical proposal Labor quantities and skill levels/qualifications Management and oversight to ensure quality and safety

Carefully consider non-recurring Unit Priced Labor (UPL), direct labor and direct material cost definitions Understand what’s included – “fully burdened” UPL applies to “work” - whether performed by prime, sub, or vendor Note several classifications of UPL for specialty trades UPL will not be negotiated post award.

Additional examples, definitions, etc. are provided in the specifications

Performance Metrics and NAVFAC Maximo Data Management

Wayne Jensen Facility Support Contracts Product Line Manager

*Assets are the #1 challenge Without accuracy of asset data, PM records cannot be entered properly, regardless of method.

WO rules needed for PMs with routes Though the scheduling function is not applicable to Ktr PMs, rules for how PM WOs with “routes” need to be established so that proper and comparable WO data is being submitted

*PMs need to be scheduled to reflect on PM Status dashboard Need contractors scheduled work prior to the beginning of the month.

Simply sending a record after the PM is completed is not sufficient.

Challenges getting accurate WO data Job Plans necessary for contract oversight, but not Maximo records Job plans in Maximo for Ktr PMs are unnecessary. However, info in the PM work order needs to call out the applicable job plan from the Ktr’s PM Program Submittal

*Validation of records before upload is key SE uses RCC to validate Ktr WO data before it is uploaded into Maximo to prevent rejects. Errors in message reprocessing are difficult to manage.

Contractor, COR and RBH all receive notification of rejects.

*PWD and Contractor communication None of this process works effectively unless there is active communication to support access, provide guidance, monitor data, troubleshoot errors, etc.

Flatfile Work Order Data

• Basic Flat File process

• Contractor submits Flat File to RCC daily (scheduled PMs, status changes/updates)

• Automated process to update tables in Validation Tool (from COGNOS reports)

• RCC runs Flat File through Validation Tool, rejects sent to Contractor, COR, and

FEC PM

• RCC uploads accepted Flat File into Maximo

• Rejects resolved based on cause, Contractor resubmit WO update in next batch

• Maximo PM periodically checks Maximo message reprocessing for any upload failures

• Benefits of Flat File Validation Process

• Greatly reduces contractor effort to enter data and eliminates potential for dual entry errors

• Provides visibility in NAVFAC Maximo to the contractor’s planned work

• Improved quality control over the data through the validation tool, including options to implement business rules for data acceptance

Maximo Entry of Contracted PMs

Contractor CMMS – Work Management NAVFAC Maximo – Asset Management

X

X

• Methods of PM WO Data Entry

• Flat File – monthly “scheduled” PMs and status updates

• Direct Entry

• Flat File scheduled PMs, DE status updates

• Monthly DE of scheduled PMs, regular DE for status updates

Maximo Entry of Contracted PMs Flat File

• Pros

• Ktr manages using own CMMS

• Validation provides some automated QC of data and business rules

• Govt visibility in Maximo for monthly scheduled WOs

• Cons

• Routine Govt labor to process FF

• Govt & Ktr effort to reconcile WO rejects

Direct Entry – FF schedule, DE updates

• Pros

• Ktr manages using own CMMS

• Govt visibility in Maximo for monthly scheduled WOs

• Cons

• Limited Govt labor to process FF

• Ktr labor for dual entry updates

• Some Govt QC for WO closeout

Direct Entry – schedule in PM Module

• Pros

• Govt visibility in Maximo for complete PM schedule

• No Govt labor for processing data

• Cons

• Ktr must transfer WOs to own CMMS or duplicate PM WO generation

• Ktr labor for dual entry updates

• Some Govt QC for WO closeout

Direct Entry – generate via SR Module

• Pros

• Ktr manages using own CMMS

• No Govt labor for processing data

• Cons

• Significant Ktr labor for dual entry

• Limited visibility for scheduled PM WOs

• Govt QC for all data entry

PM Work Order On-Time Completion

Common problems

Every HVAC system is not being maintained Water treatment in chillers, boilers and cooling towers Condensate drains Indoor air quality/filter changes MX of humidity control systems Corrosion Inaccurate DCR (Direct Condition Rating:

ICAP/UICAP)

Poor condition rating without any repairs or notification required repairs will exceed respective limits of liability

PM/IMP Program Expectations

Job plans tailored to OEM requirements Accurate work schedules and work order data Employee qualification Employee supervision Quality Management System Notification of repair requirements

Recurring Work Procedures

• Section C, Annex 0200000 Management and Administration, Spec Item 2.14.2

Notification to the Government for Work Above the Recurring Work Limitations

• The Contractor is fully responsible for work up to the recurring work limits specified in annexes and sub-annexes.

• When work is expected to exceed the recurring work limits, the Contractor shall notify the KO and provide a rough order of magnitude (ROM) estimate for the work exceeding the Contractors recurring work limits of liability within two hours of identification.

• Up to 14 days following notification, Contractor assist Government identifying a complete list of all tasks necessary to complete the required repair, update ICAP, work order information.

--------------------------------Fixed price obligations met-------------------------------------

• The Government may elect:

• Not to make repair.

• To issue a service order

• To order work in accordance with the non-recurring work provisions

• To accomplish the work by other means

Non-Recurring Work Procedures

• Section C, Annex 0200000 Management and Administration, Spec Item

2.15.2 Unit Priced Labor (UPL) Work (Negotiated)

• The Contractor shall perform all UPL work in accordance with the scope and delivery schedule negotiated per each task order.

• “Negotiated” applies to # of direct labor hours, direct material, period of performance. Does not apply to UPL rate.

• Only in situations where published information is deemed inappropriate by the KO, may labor hours or materials cost be based on estimates from at least three different commercial vendors.

• The Contractor shall submit non-recurring work proposals within two days in response to each RFP.

• Labor hours x UPL = total labor cost

• Materials cost x fixed material burden = total material cost

Contracting Focus Areas and Concerns

Rebecca Jones PW Contracts Division Director

NAVFAC Southeast

Solicitation Overview N69450-25-R-0024 - BOS at NAS Jacksonville located in Jacksonville, FL and other outlying areas

Re-procurement of N69450-19-D-1750 Competition Environment: 100% small business set-aside

N69450-25-R-0003 - BOS at NAVSTA Mayport, Blount Island Command and other outlying areas in Jacksonville, Florida Re-procurement of N69450-18-D-1800 Competition Environment: Full and open competition

Small Business Subcontracting Goals (FY24 – FY25 will be available once RFP is issued)

NAVFAC FY24 SMALL BUSINESS TARGETS

Program Subcontracting Target

Small Business (SB) 40% Historically Underutilized Business Zone (HUBZone) 3% Small Disadvantaged Business (SDB) 5% Service-Disabled Veteran-Owned Small Business (SDVOSB) 3% Woman-Owned Small Business (WOSB) 9%

Contract Type: Facilities Support Indefinite-Quantity Contract

Combination of Recurring Work/Firm-Fixed Price (FFP) and Non-Recurring Work/ Indefinite Delivery Indefinite Quantity (IDIQ)

Each period of performance has two Contract Line Item Numbers (CLINs), one for Recurring Work and one for Non-Recurring Work (Note: MBOS will have three CLINs in the Options Years – Water Annex seperate)

Funds are not obligated on the basic contract; funds are obligated on separate task orders A task order will be issued each performance period for recurring work funds

Recurring Work Modifications When modifications to the recurring work are required, two modifications will be issued

A modification to the basic contract to revise the PWS and CLIN values A modification to the recurring work funding task order

Non-recurring work ELIN unit prices will be utilized to issue firm-fixed price task orders

Blanket Task Orders The Government reserves the right to issue BTOs with bulk funding for non-recurring work; however, performance of work shall not commence until written authorization is received from the Contracting Officer BTOs utilize the unit priced labor (UPL) established in the Attachment J ELINs Negotiations on labor hours or material/equipment price will be conducted as applicable All WAs issued under BTOs shall be less than the simplified acquisition threshold (SAT) May include minor construction that is incidental to the BOS service Typically will not include ELINs listed as “available via FedMall”

Performance start date: 1 January 2027 Contract Term:

Base period of one year and seven (7) one-year option periods, not to exceed a total of eight (8) years FAR 52.217-8 Option to Extend Services is included and provides the authority to extend contract performance up to 6 months (if necessary)

Transition/Mobilization Period:

Pricing shall include applicable Phase-In and Phase-Out costs. There is no separately priced CLIN for Phase-In and Phase-Out.

Phase-in period – 90 days (award NLT 30 September 2026)

Anticipated RFP issuance: Summer 2025

JBOS Solicitation Overview Volume I – Responsibility Determination Volume II – Price Proposal

Section B Section J Exhibit Line Item Number (ELIN) Pricing Attachment

Volume III – Non-Price/Technical Proposal Factor 1 – Corporate Experience Factor 2 – Management Approach Factor 3 – Technical Approach Factor 4 – Safety Factor 5 – Past Performance

Basis for Award: Best Value Tradeoff The relative order of importance of the non-cost/price evaluation factors is the technical factors (Factors 1, 2, 3, and 4) are of equal importance to each other and, when combined, are equal in importance to the past performance factor (Factor 5). When the proposal is evaluated as a whole, the technical factors and past performance factor combined are significantly more important than price.

MBOS Solicitation Overview Volume I – Responsibility Determination Volume II – Price Proposal

Section B Section J Exhibit Line Item Number (ELIN) Pricing Attachment

Volume III – Non-Price/Technical Proposal Factor 1 – Corporate Experience Factor 2 – Management Approach Factor 3 – Technical Approach Factor 4 - Small Business Utilization Factor 5 – Safety Factor 6 – Past Performance

Basis for Award: Best Value Tradeoff The relative order of importance of the non-cost/price evaluation factors is the technical factors (Factors 1, 2, 3, 4 and 5) are of equal importance to each other and, when combined, are equal in importance to the past performance factor (Factor 6). When the proposal is evaluated as a whole, the technical factors and past performance factor combined are significantly more important than price.

Proposal Considerations Review the instructions and submittal requirements in Sections L and M of the RFP and ensure you have addressed all requirements Utilize the attachments provided in Section J to submit Corporate Experience, Technical

Approach, Past Performance, and ELIN pricing data in the format provided.

ELIN Pricing Data ELINs are organized by Annex/Customers to ensure costs are allocated properly.

Costs may vary based on unique staffing/security requirements in each Annex/ELIN.

Offers may be rejected for materially unbalanced pricing.

Wage Rate Pricing / Unit Price Adjustments Recurring Work - Wage and fringe benefit rates used for the base period recurring work will be used in pricing labor costs for all periods of performance in the option years.

In accordance with FAR clauses 52.222-32 and 52.222-43, the contractor may be entitled to an adjustment in contract price for the recurring work CLINs/ELINs only when a new Service Contract Labor Standards wage determination or Construction Wage Rate Requirements wage determination is modified into the contract and it affects wages and fringe benefits of covered employees.

Non-Recurring Work - Offerors may include escalation of wage and fringe benefit rates in the non-recurring work CLIN/ELIN prices for the option periods of performance.

Proposal Considerations Verify accuracy of SAM registration – must stay active through the evaluation process.

Confirm most recent VETS-4212 filing.

Create a checklist to ensure you have addressed all requirements.

Sign and return all solicitation amendments.

Address every element within each factor.

Ensure data is consistent throughout the proposal (price and technical).

Ensure reps and certs clauses not included in SAM are completed and submitted with proposal.

Number proposal pages consecutively and stay within the page limitations provided.

Pages exceeding the page limitation will not be evaluated.

Clearly label and separate/tab each factor in your proposal.

Do not copy and paste from a prior proposal.

Ask questions if you are uncertain about something.

Open Discussion Breakout Sessions

1300-1600 (20 minutes each x 4 simultaneously = 12 sessions/hour)

Allotted 15 minutes each with a 5 minute turnover

Please wait in lobby at least 5 minutes prior to your session

All groups will be asked the same four questions (sent in advance)

Please note what Table you are assigned to on next slide!

Ongoing source selections cannot be discussed

Breakout Session time Table 3 Table 4 1300 - 1315 Yulista BOS Amentum 1320 - 1335 Alaka'ina Foundation Anchor Pacific Resource Management, Inc.

1340 - 1355 KBR Services, LLC Source America 1400 - 1415 THTBC KIRA J&J Worldwide Services 1420 - 1435 Midnight Sun Facilities, LLC UIC Government Services, LLC (Bowhead) 1440 - 1455 Civil Properties Group EMI Services 1500 - 1515 Akima LLC King & George LLC 1520 - 1535 Choctaw Defense Services Alutiiq, LLC 1540 - 1555 PestMaster of Jacksonville F3 Solutions

Breakout Session time Table 1 Table 2 1300 - 1315 Schneider Electric NIKA 1320 - 1335 Yewtree Environmental Services Comp Environmental, Inc.

1340 - 1355 Supply Chain Management & Logistics RDR Solutions 1400 - 1415 APEX Accelerator Coordinator Team Housing Solutions 1420 - 1435 PTC Properties LLC Dayton Group 1440 - 1455 Industrial Shadeports Exceed Filters 1500 - 1515 ServiceSource Bolden Business Solutions 1520 - 1535 Miracle Method Surface Refinishing ILF Transportation 1540 - 1555 Goldbelt Government Services Mortgage Contracting Service LLC (MCS)

Open Discussion

Closing Remarks/ Wrap up

Visit the NAVFAC Southeast Contract Opportunities Page!

Open Discussion/Wrap Up

1. What are some areas of the draft performance work statements that Industry feels can be clarified and/or better defined?

2. What are the biggest challenges with the Unit Priced Labor (UPL) definition and how can the Government explain/clarify it better?

3. Please provide any input or suggestions on what your firm would like to see during the site visit or recommendations for a more meaningful site visit. Do you think this will assist in providing a better quality proposal?

4. Are there any requirements of the draft performance work statements that appear to pose a significant risk to successful performance of a base operations support services contract?