ALICE_Preproposal_Conference_Charts.pdf

July 27, 2016 Gilruth – Lone Star Room

Johnson Space Center Houston, Texas

9:00 am

Welcoming Remarks

Justin Mason – ALICE Contracting Officer

Restrooms can be found in the hallway outside this ballroom.

Fire exits are the front entrance and side exit doors. In the event of a fire, you must move at least 75 ft away from the building.

Safety and Administrative Information

Herb Baker Office of Procurement

Topic Presenter Conference Registration 08:30 – 09:00

Welcoming Remarks Justin Mason Office of Procurement Remarks Herb Baker

Organization, Vision, and Objectives Gary Ash Orientation and Procurement Overview Justin Mason

Labor Relations Overview Kendrea Vallien Safety and Health Programs Sergio Leal

Cost/Price Volume III Herb Rocha WebEx Scheduled for Aug 1st

(check website for updates) 15-Minute Break

SOW, DRDs, and Section L Attachments Gary Ash Q&A, Schedule, and Closing Remarks Justin Mason

Verbal questions will not be entertained during the conference. However, index cards are available for written questions which can be submitted to the Contracting Officer at the end of this presentation.

Questions asked on index cards may be answered during the conference. Verbal responses are not official.

Official responses to written questions received by the Contracting Officer will be posted to the Aircraft maintenance, Logistics, Integration, Configuration management and Engineering (ALICE) procurement website.

Organization, Vision, and Objectives

Gary Ash ALICE Source Board Chair

Aircraft Operations Division (AOD) Flight Operations Directorate

AOD manages 25 total aircraft of 4 different types in support of numerous missions to include Space Flight Readiness Training (SFRT). AOD also operates a small number of Unmanned Aerial Systems (UAS).

AOD has a contractor and civil service workforce of maintenance, quality, engineering and operations professionals to fly, modify and maintain aircraft in support of these various missions.

Current JSC AOD Aircraft

Current AOD Aircraft

◦ T-38 – 18 operational, 2 in storage

◦ WB-57 High Altitude Research Aircraft – 3

◦ Gulfstream III – 1 (direct return, science mission support)

◦ B377 Super Guppy Large Cargo Transport (SGT) – 1

◦ Unmanned Aerial System (UAS) – 10 (varies according to missions)

AOD has an unmatched safety record and program

◦ Last Class A mishap was Nov 1982

◦ Currently over 300,000 T-38 accident-free flight hours since last class A

◦ Quarterly “all hands” safety meetings

◦ Annual safety stand down

◦ Active “close call” program

◦ Active and frequent benchmarking

NASA vs. USAF T-38 Class A mishaps per 100,000 flight hours (2000 - 2010):

◦ NASA 0.00 (0 Class A for 88,509 hrs)

◦ USAF 0.99 (13 Class A for 1,286,828 hrs)

External Reviews

◦ NASA Inter Center Aircraft Operations Program (IAOP) recent reviews spring 2013 upcoming review scheduled Fall 2016

◦ Voluntary Protection Program (VPP) Star initial certification –

◦ VPP Star recertification - 2016

◦ NASA HQ Operational Safety Assessment (2014)

◦ NASA HQ Organizational Safety Effectiveness Survey (2015)

NASA Aircraft Management Information System (NAMIS)

◦ Track all scheduled and unscheduled maintenance

◦ Over 60,000 line items of assets

◦ Use NASA unique maintenance forms

◦ Signature requirements unique to NASA (software driven)

◦ Track specific check flight requirements – release / reject

Configuration Management

Full Base Level Logistics Support

◦ Purchasing

◦ Warehouse Management

◦ DOD and Commercial Procurements

◦ Supply Chain Management

Full In-house Engineering Support

◦ Mechanical, Electrical, Aerospace, Technical Writers

◦ Aircraft Upgrades

◦ Payload Integration/Airborne Science

◦ Maintenance Engineering Support

◦ NASA Unique Documentation

Maintenance/Engineering/OPS Reviews

◦ Flight Readiness Reviews

◦ Test Readiness Reviews

◦ Operational Readiness Reviews

◦ Configuration Control Panel Directive Reviews

Multiple Type/Model/Series Aircraft

◦ Public use and Certificated

◦ Operate primarily out of Ellington Field (EFD)

◦ Unique – one of a kind aircraft

Three-Tier Maintenance Program

◦ Maintenance supports CONUS/OCONUS Operations

◦ Organizational - “Flight line / Hangar”

◦ Intermediate - “Back-shops” / Component level

◦ Depot – overhaul and aircraft upgrades

Three-Tier Quality Program

◦ Designated System Inspectors (DSI)

◦ Quality Control Production Inspectors – Full Time – Contractor

◦ Quality Assurance Evaluators – Government

AOD operates these platforms as reimbursables:

◦ WB-57 – High Altitude Research Aircraft

◦ Super Guppy – Oversize Cargo Transport

◦ GIII – Research Platform

◦ Reimbursable MX support to other Government organizations

Unique support requirements for reimbursables

◦ Have the capability to provide innovative solutions to complex problems

◦ May provide other mission support

Reimbursable work supports a variety of customers and requires ‘Quick Reaction Capability’

Agile response to changing mission requirements:

◦ Operations – support scaled to mission demand

◦ Engineering – ability to provide effective and timely solutions to aircraft / payload / mission requirements

◦ Maintenance – support and capability scaled to meet mission demands

◦ Logistics – ability to satisfy the demands of unique and dynamic activities Procurement support Sub-contract support International logistics capability

Global Deployments and International Transport

◦ High-altitude life support

◦ Large transport systems support

Program Support

◦ Administrative support

◦ Program plans and controls, reimbursable management, scheduling, budget

◦ Payload Integration

◦ Project management

◦ Security clearance requirement

Available platforms:

Dassault HU-25C Guardian Cirrus SR22 Beechcraft B200 King Air Beechcraft UC-12B Huron Cessna 206H Stationair Cessna LC-40 Columbia 300*

Note: *Currently in flyable storage

NASA Langley has a variety of platforms that can meet nearly any flight-test development and integration requirement in a cost-effective manner

One-stop shop includes electrical/structural design, fabrication and integration of payloads, airworthiness certifications, maintenance, and operations

Public Use status of aircraft minimizes FAA certification process

Orientation and Procurement Overview

Justin Mason Contracting Officer

These slides are not to be interpreted as a comprehensive description of the procurement strategy or requirements in the Draft Request for Proposal (Draft RFP).

To the extent there are any inconsistencies between this briefing and any future Request for Proposal (RFP), the RFP will govern.

Please note that the Draft RFP is not an official solicitation and potential Offerors should not submit a proposal in response thereto.

If the Government issues a RFP for the ALICE procurement, Offerors should submit their proposals according to the instructions contained therein which may be different from the information in this DRFP.

Issuance of this DRFP in no way obligates the Government to issue any official solicitation or award any contract.

Purpose of Preproposal Conference (Orientation)

The purpose of this Preproposal Conference is to help industry understand the Government’s requirements

Questions:

– Verbal questions will not be entertained during the conference. However, index cards are available for written questions which can be submitted to the Contracting Officer at the end of this presentation. Questions asked on index cards may be answered during the conference. Verbal responses are not official.

– Official responses to written questions received by the Contracting Officer will be posted to the Aircraft maintenance, Logistics, Integration, Configuration management and Engineering (ALICE) procurement website.

– In order to receive a Government response, the deadline for submitting questions regarding the Draft RFP and this conference is August 8th.

Source Selection Authority −Melanie W. Saunders, Associate Director, Johnson Space Center

Acquisition Team − Gary Ash, Chair − Michael Axline − Benjamin Hewett − Kevin Lesenski − Justin Mason − David McMahon − Alice Pursell

Contracting Officer:

Justin A. Mason jsc-alice@mail.nasa.gov 281-792-7679

ALICE web address:

http://procurement.jsc.nasa.gov/alice −Click on the “Anonymous Questions to the Contracting Officer” link to submit a question.

−This link will remain active until the release of the final RFP;

afterwards communication will be in accordance with the Section L.32 provision on Communications Regarding This Solicitation.

Ombudsman (NFS 1852.215-84): “…before consulting with an ombudsman, interested parties must first address their concerns, issues, disagreements, and/or recommendations to the Contracting Officer for resolution … If resolution cannot be made by the Contracting Officer, interested parties may contact the installation ombudsman whose name, address, telephone number, and email address may be found at:

http://prod.nais.nasa.gov/pub/pub_library/Omb.html ” http://prod.nais.nasa.gov/pub/pub_library/Omb.html

Contract Number: NNJ12JC05C

Prime Contractor: DynCorp International

Contract Type: Hybrid, FFP/AF and Cost/AF

Period of Performance: June 1, 2012 – May 31, 2017

Skills currently provided on contract include:

◦ Aircraft Maintenance and Operational Support

◦ Program and Project Support

◦ Logistics

◦ Engineering

◦ Quality

◦ Safety

Overview of Anticipated RFP

NNJ16556087R

If an RFP is issued, the actual issued RFP and amendments take precedence over this conference or any Draft RFP issued.

Competition: Total Small Business Set-aside; NAICS Code 488190 and Size Standard $32.5M

Period of Performance:

−Phase-in: April 1, 2017 - May 31, 2017 −Base: June 1, 2017 - September 30, 2018 −Option 1: October 1, 2018 - September 30, 2020 −Option 2: October 1, 2020 - May 31, 2022

52.219-14 Limitations on Subcontracting

◦ (c) By submission of an offer and execution of a contract, the

Offeror/Contractor agrees that in performance of the contract in the case of a contract for—

◦ (1) Services (except construction). At least 50 percent of the cost of contract performance incurred for personnel shall be expended for employees of the concern.

◦ If you have any questions please contact your local U.S. Small Business Administration office.

◦ Charles T. Williams Senior Small Business Specialist

◦ Rose A. Herrera Small Business Specialist

◦ Irene Oakley-Johnson Contract Specialist

◦ Main phone number:

(281) 483-4512

Industry Assistance Office Contact Information:

Location:

Building 1, Suite 453

Address:

NASA Johnson Space Center, Industry Assistance Office Mail Code: BA 2101 NASA Parkway Houston, TX 77058

All emails should be sent to:

jsc-industry-assistance@mail.nasa.gov

Type of Contract: Cost-Plus Award Fee/Fixed Fee, Indefinite-Delivery Quantity (IDIQ). IDIQ and Completion Form Baseline work will be authorized via Task Order issued by the Contracting Officer.

−IDIQ Task Orders issued will be priced using the established prices in B.3.3 IDIQ Fully Burdened Labor Rates (exclusive of fee) for the skills listed in the B.3.3 table B-1, for Houston, TX, El Paso, TX and Hampton, VA.

−B.7 IDIQ – Minimum Ordering Limit - $1,000,000, Maximum Ordering Limit- $182,350,000

−The Task Order Procedure is described in Clause I.151, NFS 1852.216-80, Task Ordering Procedure

When reading the Draft RFP note that:

−Important information is contained in the SF33 and numerous clauses and provisions that have been incorporated, via full text and/or referenced text, throughout the document

−Clauses incorporated by reference have the same force and effect as if they were included in their full text

−Completion Form Baseline consists of work defined in Section C:

• Subsection 9, Logistics

• Subsection 10, Quality – excluding Section 10.1, sub-paragraph 5, Designated System Inspectors

• Subsection 11, Safety

−Section J includes documents, exhibits, and other attachments

• For example, Wage Determination Data and Data Requirement

Descriptions (DRD)

The System for Award Management (SAM) is a Federal Government owned and operated free web site that collects data from suppliers, validates and stores this data, and disseminates it to various government acquisition agencies.

◦ The SAM website is located at:

https://staging.sam.gov/portal/public/SAM/

◦ We recommend that you create an account in SAM in order to verify that your information in this database is current or to add information to SAM.

◦ If you have a current SAM account then please ensure that all information is up to date .

https://staging.sam.gov/portal/public/SAM/

If a subcontracting arrangement is proposed, Offerors shall include specific detail as defined in the RFP within clause L.37.6 (g) Responsibility Considerations-Volume

IV

This will enable the Government to determine that the prime contractor making the offer will be performing the primary and vital requirements of the contract.

Under Clause G.8, NFS 1852.245-71, Installation Accountable Government Property, NASA anticipates providing:

−Office Space, work area space, and utilities.

−Office Furniture −Property Listed in Section J, Attachment J-3 −Safety and Fire Protection − Installation service facilities (Office Automation Information Technology onsite only, Disposal Services, Pickup and Delivery of Official Mail, Use of JSC Calibration Laboratory)

−Medical treatment of a first aid nature −Building maintenance −Moving and hauling for office moves

The Contracting Officer makes the determination of responsibility per FAR 9.104.

• Responsible means that the contractor has adequate organizational and financial controls, satisfactory business ethics, financial resources, the ability to successfully perform the work, is eligible, etc.

• This determination is performed by the CO and is separate from the selection decision.

• If an offeror is not responsible, then they are not eligible for award.

The Contracting Officer will also check the FAPIIS database (includes records of the Contractor’s previous contracts.)

The Contracting Officer will request an Equal Opportunity clearance, and check to ensure the veteran’s reports are submitted.

This determination is performed for offerors in the competitive range or the successful offeror only.

In accordance with FAR 16.301-3(a)(3), a cost-reimbursable contract may only be used when the contractor’s accounting system is adequate for determining costs applicable to the contract or order. This requirement also extends to subcontractors performing under a cost-reimbursable subcontract.

Please pay special attention to the following responsibility considerations:

◦ Business Systems Adequacy

◦ Organizational Conflict of Interest (OCI) Plan

◦ Property Management Plan

◦ Subcontractor arrangements

◦ Secret Facility Clearance requirement

Offeror’s initial proposal should contain the best terms from a price and technical standpoint

The Government preference is to award without discussions, however, the Government reserves the right to conduct discussions with those Offerors who have made it to competitive range

If discussions are held, the Offeror will:

−Have the opportunity to correct weaknesses and;

−Be requested to resubmit the SF33 with Final Proposal

Revisions (FPR) which will include clearly marked changes

Volume I – Mission Suitability Factor − Management-MS Sub-factor 1

Overall Management Approach Staffing Approach Contract Phase-in Approach

− Technical-MS Sub-factor 2 Technical Understanding of Requirements Resources Basis of Estimate

− Safety and Health MS Sub-factor 3

Volume II - Past Performance Volume III - Cost/Price Volume IV - Responsibility Considerations Volume V - Model Contract

− SF33

− Contract Clauses (Fill-ins required Sections A through K) − Section J - Attachments − Section K - Representations and Certifications

Evaluation Factors For Award

Mission Suitability and Past Performance when combined are significantly more important than Cost/Price.

Mission Suitability is approximately equal to Past Performance.

Mission Suitability is more important than Cost/Price.

In accordance with Section L.24, Proposal Page Limitations and Table L-2, Overview of Proposal Volumes, Page Limitations, Copies and Format.

• Instructions for proposal arrangement, page limitations, copies and the due date are specified in Section L, Table L-2. Offerors shall submit their proposals in accordance with those instructions.

• Pages submitted in excess of the limitations specified in this provision will not be evaluated by the Government and will be returned to the offeror in accordance with NFS 1815.204-70(b).

− Minor informalities or irregularities in a proposal that can be adjusted, corrected, or waived without being prejudicial to other offerors may be accepted if it is immaterial to the acquisition.

− However, any pages contained in a page limited section of your proposal which do not comply with the RFP requirements may be returned by the Government and not evaluated.

Pay close attention to ensure that the number of pages, page margins, font type, font size, and page size are in conformance to Section L.36, Table L-2.

Return the entire model contract, not just the pages with the fill-ins.

◦ The model contract becomes the actual contract and so it must be complete and correct.

Please note page limitations.

◦ Some volumes/sections are subject to a page limitation and others are not.

In the Past Performance Volume, the Past Performance Information is subject to the page limit of 50 pages, but the Environmental Non-Compliance, OSHA Forms 300 and 300A, Insurance Carrier Information, and Consent Letter are not subject to the page limitation.

◦ Proposal information must be provided in the correct volume.

◦ Proposal information in a page-limited volume or section should not be moved to another volume/section without such page limitations.

►Having non-conforming pages returned may affect the government’s evaluation of a proposal and how this proposal is ultimately rated.

The Model Contract consists of Sections A-K of the RFP.

• The Reps and Certs, Evaluation Criteria, and Instructions are used for selection purposes only.

The Offerors will submit a signed Model Contract with their proposal.

• The Model Contract becomes the actual contract and so it must be complete and correct.

• The Model Contract must be signed by a person authorized to commit the offeror.

• All pages must be returned – not just the pages with the fill-ins.

The Contracting Officer will sign the Model Contract of the Successful Offeror once all issues are resolved and the selection decision is made.

Errors or inconsistencies in the Model Contract (that cannot be resolved) may result in an offeror being removed from consideration for award.

The Model Contract takes precedence over the proposal.

• Ensure that your rates in the Cost/Price Volume are reflected in Section B of the Model Contract.

NOTE TO PROSPECTIVE OFFERORS

Prospective Offerors are reminded not to contact incumbent personnel (either directly or through electronic means) during duty hours or at their place of employment, as such contacts are disruptive to the performance of the current contract

Labor Relations Requirements

Kendrea Vallien JSC Contractor Industrial Relations Officer

Department of Labor (DOL) Wage Determination

Data Requirements Descriptions (DRDs) Notification of Potential Labor Dispute &

Contingency Strike Plan Labor Relations Plan Total Compensation Plan

Collective Bargaining Agreements (CBAs)

References

The following Service WDs are applicable to the RFP and resultant contract:

Wage Determination 2015-5234, Revision 1 (TX) Wage Determination 2015-2512, Revision 1 (TX, NM) Wage Determination 2015-4342, Revision 2 (NC & VA)

• These WDs apply to all non-exempt labor categories (not covered by the Collective Bargaining Agreements (CBAs), and sets forth the minimum labor rates, health and welfare benefits, and vacation/holiday leave for these categories.

When an average cost, even-numbered, wage determination applies, the per hour health and welfare benefit is an average cost fringe benefit requirement computed on the basis of “all hours worked” by service employees on the contract.

The Health and Welfare benefit is currently $4.27 an hour.

The term “all hours worked” includes overtime hours and is not limited to 40 hours per week or 2,080 hours per year for each employee; the term “all hours worked” does not include paid leave hours, such as for vacations, holidays, or sick leave. Also, it does not include unpaid leave time, such as that provided under the Family and Medical Leave Act.

Under the average cost concept, the fringe benefits provided by the contractor may vary among individual service employees, and compliance is achieved when the actual cost of these benefits divided by the total hours worked by service employees in a payment period equals or exceeds the amount required by the wage determination.

• Offeror responsibilities include the following:

Proposing exempt and non-exempt labor categories, based upon their own unique staffing approach.

29 CFR 541 defines exempt and non-exempt employees.

For service non-exempt employees not covered under the CBA:

Mapping the non-exempt labor categories to an appropriate category in the WD.

The SCA Directory of Occupations includes a detailed listing of each labor category listed in the wage determination.

Proposing at least the minimum labor rates for the mapped categories.

Proposing at least the minimum health and welfare, vacation, and holiday benefits that are stated in the WD.

Used to facilitate the coordination of activities between the Contractor and the affected NASA operational directorates to ensure that necessary steps are taken to prepare for any potential strike situations and to prevent the disruption of work.

A Notification of Potential Labor Dispute must be submitted by the prime and any subcontractors at the first indication of potential labor unrest and 45 days prior to the expiration of any Collective Bargaining Agreement.

A Contingency Strike Plan must be submitted at contract start and updated if there is any indication of potential labor unrest or potential picketing activity.

Copies of all CBAs must be provided within 30 days of ratification or modification to the Contracting Officer and Contractor Industrial Relations Officer.

This plan is used to evaluate the offeror’s approach to working with organized labor and to describe their experience with organized labor.

A Labor Relations Plan is required from the prime contractor and any subcontractor proposing work on the contract that is currently represented by organized labor.

This plan is submitted with the proposal.

• The TCP (DRD-M15) is due with the proposal.

• TCPs identify and discuss wages, salaries, and fringe benefits for professional employees and non-exempt service employees for both the prime and all major subcontractors.

The compensation subcontract threshold can be found in NFS 1831.205-670(b).

The SEB is required to evaluate TCPs per FAR 52.222-46, “Evaluation Of

Compensation for Professional Employees” and NFS 1852.231-71, “Determination of Compensation Reasonableness”.

• Offeror teams can submit a separate TCP for each team member, a combined TCP for all team members, or any combination thereof.

• Submit Compensation Templates a-d in your Cost/Price volume.

• Tip: Be specific when describing employee fringe benefits.

Is the benefit employer versus employee paid, or a combination?

What is the specific benefit and cost to the employee?

When are employees eligible for this benefit?

Title: Collective Bargaining Agreement Between DynCorp International LLC JSC Maintenance and Modification Program and the International Association of Machinists and Aerospace Workers, AFL-CIO, District Lodge Number 37 Effective Period: September 1, 2015 through July 31, 2018

Title: Collective Bargaining Agreement Between DynCorp International LLC NASA Aircraft Maintenance & Operational Support (AMOS) El Paso and the International Association of Machinists and Aerospace Workers, AFL-CIO, District Lodge Number 776 Local 2341 Effective Period: September 1, 2015 through August 31, 2019

Both CBAs are included as a Section J attachment.

Offerors are required to work with the union as long as the union is representative of the covered employees.

FAR 22.1002-3(a), Wage determinations based on collective bargaining agreements: “Successor contractors performing on contracts in excess of $2,500 for substantially the same services performed in the same locality must pay wages and fringe benefits (including accrued wages and benefits and prospective increases) at least equal to those contained in any bona fide collective bargaining agreement entered into under the predecessor contract.”

• Block 6 - References: The title to FAR 52.222-41 was changed from “Service Contract Act” to “Service Contract Labor Standards.”

• Block 8 – Scope: “The Total Compensation Plan and Compensation Templates (a) through (d) shall be required for both the prime team members and all subcontractors that meet the criteria in NFS 1831.205-670(b).”

The threshold requirement for TCPs is the same threshold for requiring certified cost or pricing data as set forth in FAR 15.403-4.

This subcontractor threshold for TCPs is different than the thresholds used for pricing or past performance evaluations.

• Block 8 – Scope: “The Total Compensation Templates shall be provided as part of the Cost/Price Volume of the proposal, and will be evaluated as part of both the Total Compensation Plan and the Cost/Price Volume.”

All team members that submit a TCP are required to submit the

Compensation Templates.

• Item 1.0: “State the company name(s) of the prime offeror (or joint venture team members) and subcontractor(s), using the subcontractor definition found at NFS 1852.231-71(b).”

The team structure must be defined in the TCP even if the structure is defined elsewhere in the proposal.

Name Title Point of Contact Information

Kendrea Vallien JSC Contractor Industrial Relations Officer

Kendrea.D.Vallien@nasa.gov

Jody Bennett International Association of Machinists and Aerospace Workers Aerospace Coordinator - District 776 jbennett@iamaw.org 817-341-9551 (Office)

Byron K. Williams President and Directing Business Representative, International Association of Machinists and Aerospace Workers - District 37 bwilliams@iamawdl37.org 713-681-6786 (Office)

Department of Labor

Wage and Hour Division, Clear Lake District Office

1-866-467-9243 (Phone) mailto:jbennett@iamaw.org

Reference Location

FAR Part 22, Application of Labor Laws to Government Acquisitions https://www.acquisition.gov/?q=/ browse/far/22

NASA FAR Supplement Part 22, Application of Labor Laws to Government Acquisitions http://www.hq.nasa.gov/office/pr ocurement/regs/nfstocA.htm

FAR 52.222-17, Nondisplacement of Qualified Workers https://www.acquisition.gov/?q=/ browse/far/52

FAR 52.222-41, Service Contract Labor Standards https://www.acquisition.gov/?q=/ browse/far/52

Department of Labor, Wage and Hour Division, Prevailing Wage Resource Book http://www.dol.gov/whd/recovery/pwrb /toc.htm https://www.acquisition.gov/?q=/browse/far/22 http://www.hq.nasa.gov/office/procurement/regs/nfstocA.htm https://www.acquisition.gov/?q=/browse/far/52 https://www.acquisition.gov/?q=/browse/far/52 http://www.dol.gov/whd/recovery/pwrb/toc.htm

Sergio Leal Safety and Test Operations Division

Safety & Health Programs Guidelines for responding to Safety Requirements in the Draft Request for Proposal (DRFP)

NASA safety objective is to avoid loss of life, personal injury and illness, property loss or damage, environmental harm resulting from any of its activities and to ensure safe and healthy conditions for persons working at or visiting NASA facilities

NASA complies with all applicable safety regulations − NASA Safety & Health requirements − Requirements of those Federal agencies with regulatory authority over

NASA such as OSHA, EPA, and DoT

NASA requires every employee to report workplace hazards − NASA ensures that there is no reprisal to personnel for reporting unsafe or unhealthy conditions

The NASA Safety Policy stresses the individual responsibility of each employee for their own safety and that of their co-worker.

Risk within the work environment must be managed to control hazards, and we continuously improve workplace conditions.

The OSHA has recognized JSC as a leader in health and safety by awarding the “Star” designation level of achievement in the Voluntary Protection Program (VPP).

As a VPP Star, JSC has a comprehensive and successful safety and health program, is below the national average for the industry in injury/illness rates, has demonstrated good faith in dealing with OSHA, and serves as a safety & health mentor.

All contractors performing work at JSC shall comply with all applicable safety and health regulations.

Every major onsite contractor shall have a designated safety official and shall conform to a written safety and health plan.

Safety and health approach shall follow OSHA, JSC and VPP guidelines.

Failure to comply with safety and health requirements may result in one or more of the following - contract termination, lower fee, and exclusion from future contract awards.

Submission of detailed safety and health data as part of the proposal The ALICE acquisition has been evaluated to be a HIGH RISK effort;

therefore the Safety & Health Plan SHALL be required with your proposal, final approved will be prior to end of phase-in period.

Safety & Health Plan includes a tailored detailed discussion of the policies, procedures, and techniques that will be used to ensure the safety and occupational health of your employees and to ensure safe working conditions throughout the performance of the contract.

Statement regarding past OSHA and EPA citations and corrective actions taken to prevent recurrence

Records of occupational injuries and illnesses (300A logs or equivalent) Insurance carrier information - including Experience Modifier Rates

(EMR), loss run data, liabilities and lawsuit history.

Based on 4 Basic VPP elements defined by OSHA Region VI

Worksite Analysis Hazard Prevention and Control

Management Leadership Employee Involvement

Safety and Health Training

Safety & Health Plan provisions you should expect to address on a typical JSC service contract

◦ Management Leadership and Employee Participation Policy, Goals and Objectives - Discuss company policies, goals and objectives for safety and health and top leadership’s level of commitment for achieving objectives

Management Leadership and Employee Participation - Discuss visible leadership actions that motivate and reinforce safety and health performance and discuss meaningful opportunities for employees to engage and support the safety and health program

Assignment of Responsibility – Discuss roles, responsibilities and accountability of safety representatives

Program Evaluation – Discuss annual evaluation of safety and health program consistent with OSHA’s VPP criteria

Worksite Analysis Hazard Identification – Describe the methods and techniques used to systematically identify hazards Inspections – Describe the procedures and frequency for regular inspections and who will be accountable for implementing corrective measures

Employee Reports of Hazards – Describe the methods to be used to encourage employees to report hazards and how the reports will be analyzed and resolved

Mishap Investigations – Discuss methods of response, reporting, and investigation of mishaps

Trend Analysis – Discuss approach in performing trend analysis and methods of documenting data

Hazard Prevention and Control

• Discuss the approach to be used for selecting controls appropriate to the hazardous operations associated with this contract

• Maintain a list of hazardous operations and processes

• Develop written procedures to identify safety procedures

• Describe methods for notification of personnel

• Medical (Occupational Healthcare) Program –describe medical surveillance program, response to injuries & illnesses, case management

• Disciplinary System – approach to modify behaviors

• Emergency Preparedness – approach used for emergency preparedness and contingency planning that addresses fire, explosion, weather, environmental releases or other potential emergencies

Safety and Health Training

• Program Description – describe your training program to ensure safe work practices, hazard recognition and to meet all regulatory requirements.

• Tailor training toward specific audiences – managers, supervisors, employees (crafts, office workers, etc.)

• Train for emergencies – fire drills, evacuation drills, site emergencies

Tailor your plan to what you will do on the contract.

Pay special attention to the miscellaneous reports contained in the body of the Safety & Health Plan DRD under Other Deliverables – building fire warden roster; hazardous materials inventory; roster of terminated employees; material safety data sheets; OSHA logs;

program self evaluation.

Review the requirements provided in JSC Safety and Health Handbook (JPR 1700.1) http://jschandbook.jsc.nasa.gov and describe how you will incorporate JSC requirements into your Safety & Health Program

For the good of your employees and your business, take safety seriously and proactively plan to PREVENT injuries.

http://jschandbook.jsc.nasa.gov/

Herb Rocha WebEx Scheduled for Aug 1st

(check website for updates)

10 Minute Break

Resource Planning Document, SOW, DRDs, and Other Section L Attachments

Overview Gary Ash

ALICE Source Board Chair

BACKGROUND*

• Aircraft Operations Division is restructuring to a Government-led aircraft program.

• Under previous contracts, the Government set broad objectives and the Contractor set priorities, managed, and executed aircraft work.

• More specifically, under the current AMOS contract, the following significant activities are performed as fixed-price:

• Majority of T-38 Maintenance

• Quality

• Safety

• Management

• Ground Support Equipment Maintenance

• Life Support Including Egress for T-38 Aircraft

*See ALICE SOW Appendix A for acronym listing 77

IMPLEMENTATION

Significant changes from the current AMOS contract:

• Under the ALICE contract, the Government will have overall authority and will provide priorities and tasking for all work. (See chart: Government To Contractor Functional Relationships)

• The Government anticipates leading both short term and long term maintenance planning activities with the direct support of the Contractor.

• The Government expects the Contractor’s production manager and production controller to manage its maintenance workforce to ensure the daily priorities and technical direction provided by the Government are met to ensure quality products and safe services are provided to NASA and NASA customers. (See chart:

Alice Maintenance Organization)

IMPLEMENTATION (cont’d) Significant changes (cont’d)

• The Government anticipates backshops along with on-aircraft work to be staffed on an as-necessary basis. (See chart: Alice EFD Backshop Maintenance Structure)

• The Contractor shall appropriately cross-train, certify, and manage personnel to fully utilize all available resources, including short and/or long term reassignment, to maximize productivity in meeting daily priorities.

• Contractor quality production inspectors will provide the majority of second level maintenance action sign-offs.

Designated System Inspectors (DSI) will be utilized on a limited basis. This is a very significant change from the current AMOS contract process. (See chart: Alice Quality Organization)

Significant changes (cont’d)

• The Government expects the Contractor to have the flexibility to move qualified staff between quality production inspector and aircraft maintenance positions without loss of benefits or security (e.g. inspector to aircraft mechanic to inspector) as long-term needs dictate.

• The ALICE statement of work (SOW) along with the Aircraft Operations Division (AOD) Maintenance Manual (AOD 34100) provide more detailed descriptions of contract requirements and implementation processes. These documents are available on the ALICE procurement website.

• The following charts detail the Government’s anticipated organizational structure and personnel distribution at the start of the ALICE contract:

GOVERNMENT TO CONTRACTOR FUNCTIONAL RELATIONSHIPS

MAINTENANCE BRANCH

AIRCRAFT OPERATIONS MANAGEMENT

ENGINEERING BRANCH OPERATIONS BRANCH WB-57

“O” LEVEL MAINTENANCE CONTRACTOR OPERATIONSCONTRACTOR ENGINEERING CONTRACTOR PROJECT SUPPORT

SAFETY OFFICE

OCCUPATIONAL SAFETY

& HEALTH

ALICE CO

CONTRACTOR

MANAGEMENT

ALICE COR BUSINESS OFFICE

CONTRACTOR QUALITY

LEAD, MAINTENANCE CONTROL LEAD, QUALITY ASSURANCELOGISTICS MANAGEMENT &

LEAD, PRODUCTION CONTROL

CONTRACTOR LOGISTICS BACKSHOP MAINTENANCE

Existing Contractor Function

Government Function New Contractor Function or Realignment 82

ALICE MAINTENANCE ORGANIZATION

DATA ANALYST

SENIOR

SCHEDULER AND

PLANNER

NAMIS APPLICATION

ADMINISTRATOR

DUTY

OFFICE**

(OPS)

LEAD, MAINTENANCE CONTROL

MAINTENANCE

CTRL COORDINATOR (NX)

UNSCHED/SCHED MAINT

LOGISTICS MANAGEMENT &

LEAD, PRODUCTION CONTROL

AIRCRAFT MAINTENANCE BRANCH

MAINTENANCE CTRL

COORDINATOR, LEAD (DX)

UNSCHED/SCHED MAINT

PRODUCTION

MANAGER

T-38N**

LOGISTICS**

PRODUCTION

CONTROLLER

GSE

HYDRAULICS

SHEETMETAL

WHEEL/TIRE

COMM/NAV

BATTERY

EGRESS

CORROSION

ACCESSORIES

ELECTRONICS/INSTRUMENTS

ENGINES

ALSS (PE)

FORECASTING

TEAM LEAD,

FIRST LINE SUPERVISOR

FOL DEPOT**

SUPERVISOR

T-38 DEPOT SGT

GULFSTREAM**

WB-57**

PROJECT MGR***

DAILY PRIORITY

ADJUSTMENTS

PROJECT MGR***

DAILY PRIORITY

ADJUSTMENTS

PROJECT MGR***

DAILY PRIORITY

ADJUSTMENTS

1 1

** See Subsequent Chart *** Project Mgrs May Alter Some Daily Priorities

TEAM LEAD,

FIRST LINE SUPERVISOR 3

Existing Contractor Function

Government Function New Contractor Function or Realignment

TEAM LEAD,

FIRST LINE SUPERVISOR1

POSITION DESCRIPTION

REQ’D QTY

Legend

PRODUCTION CTRL CLERK

ALICE EFD BACKSHOP MAINTENANCE STRUCTURE

LOGISTICS MANAGEMENT &

LEAD, PRODUCTION CONTROL

PRODUCTION CONTROLLER

TEAM LEAD,

FIRST LINE SUPERVISOR

CORROSION

WELDING

ACCESSORIES

ALSS (PE)

ENGINES

WHEEL/TIRE

SHEETMETAL

HYDRAULICS

GSE

BATT/INST/COMM/NAV

EGRESS

0/2

2/2

4/2

1/1

4/1

2/1

APG

SM

APG

APG

PE TECH

APG

APG

AV TECH

APG

EGRESS

APG

TOTAL 13/9

7/7 TOTAL

GOVT

4/1

1/2

0/1

2/2

0/1

LOGISTICS

(DETAILS ON SUBSEQUENT CHART)

Typical / Augmented StaffingTypical / Augmented Staffing

Typical Staffing: Estimated number of full-time employees assigned to a work center to meet the expected workload for a particular shop or work center.

Augmented Staffing: Estimated number of full-time employees available to be dispatched or reassigned to a shop or work center in order to fill a shortage or to provide particular skills to meet government priorities.

Note: All labor is subject to reassignment based upon mission requirements

1INCLUDES ONE CREW LEAD

2INCLUDES TWO CREW LEADS

318 OPERATIONAL / 2 FLYABLE STORAGE

PROJECT MGR -

DAILY PRIORITY

ADJUSTMENTS

PROJECT MGR -

DAILY PRIORITY

ADJUSTMENTS

ALICE EFD “O” LEVEL MAINTENANCE STRUCTURE

GULFSTREAM

ACFT QTY: 1

TEAM LEAD,

FIRST LINE SUPERVISOR

MX TEAM DX2

• APG 10

• AV TECH 2

• CORROSION 2

• MAINT. HELPER 2

MX TEAM NX1

• APG 8

• AV TECH 2

TOTAL 26

LEAD, MAINTENANCE CONTROL

PRODUCTION

MANAGER

T-38N

ACFT QTY: 18/23 WB-57

ACFT QTY: 1

MX TEAM1

• APG 2

• AV TECH 2

• CORROSION 1

TOTAL 5

MX TEAM DX1

• APG 3

• AV TECH 2

TOTAL 5

GOVT

TEAM LEAD,

FIRST LINE SUPERVISOR

TEAM LEAD,

FIRST LINE SUPERVISOR

Note: All labor is subject to reassignment based upon mission requirements

ALICE ELP FOL MAINTENANCE STRUCTURE

APG1 7

AV TECH 4

SHEETMETAL 6

TOTAL 17

T-38

PRODUCTION CONTROL CLERK 1

LOGISTICS – SUPPLY TECHNICIAN *

NDI *

MACHINIST 1

GSE TECH 1

CORROSION 1

ADMIN SUPPORT 1

QUALITY CONTROL INSP *

TOTAL 5

LEAD, MAINTENANCE CONTROL

(LOCATED @ EFD)

FOL DEPOT SUPERVISOR

SUPPORT FUNCTIONS

GUPPY

APG 1

AV TECH 1

SHEETMETAL 1

ENGINE 1

TOTAL 4

GOVT

11NCLUDES TWO EGRESS TECHNICIANS

* BASELINE POSITIONS ARE INCLUDED

ON QUALITY AND LOGISTICS CHARTS

Note: All labor is subject to reassignment based upon mission requirements

PROJECT MGR -

DAILY PRIORITY

ADJUSTMENTS

NASA FOL SITE

MANAGER/QA

ACFT QTY: 1

TEAM LEAD,

FIRST LINE SUPERVISOR

LEAD, QUALITY ASSURANCE

QUALITY ASSURANCE

EVALUATORS

CONTRACTOR QUALITY

TEAM LEAD/DEPUTY

PRODUCTION INSPECTORS

(QUALITY CONTROL

INSPECTORS)

DESIGNATED SYSTEM INSPECTORS**

ALICE QUALITY ORGANIZATION

(Completion Form Baseline)

NDI

EFD (2/1)* ELP FOL (1)

TECH LIBRARY

SUPPORT TECH

PROCUREMENT INSPECTION

(QUALITY CONTROL

INSPECTORS) 1

GULFSTREAM

T-38

2 DX/1 NX

WB

BACKSHOP

(incl 1 ALSS/EGRESS)

EL PASO FOL

* Typical Staffing / Augmented Staffing (See ALICE EFD

BACK SHOP MAINTENANCE STRUCTURE)

** Collateral Duty

Existing Contractor Function

Government Function New Contractor Function or Realignment

QUALITY ASSURANCE

EVALUATOR (EL PASO FOL)

QUALITY ENGINEER

UNASSIGNED 2

Note: All labor is subject to reassignment based upon mission requirements

FLIGHT OPS BRANCH

BRANCH CHIEF/DEPUTY BRANCH CHIEF

FLIGHT OPS STAFF

PILOTS / FEs / SEOs

3 1 0

DUTY OFFICE

(SCHEDULER)

ALICE FLIGHT OPS ORGANIZATION

MISSION MANAGER*

GROUND &

SIMULATOR

INSTRUCTOR*

*Casual workers

Existing Contractor Function

Government Function New Contractor Function or Realignment

ENGINEERING BRANCH

BRANCH CHIEF/DEPUTY BRANCH CHIEF

ENGINEERING STAFF

ALICE ENGINEERING ORGANIZATION

SENIOR STRUCTURES /

STRESS ENGINEER

SENIOR DESIGNER

* Single Team Lead From Either Discipline ** Casual workers

ELECTRICAL SYSTEMS*

MECHANICAL SYSTEMS*

/ STRUCTURES / UAS

ENGINEERING TECHNICAL

SUPPORT 2

SUPPLEMENTARY **

ENGINEERING SUPPORT 4

Existing Contractor Function

Government Function New Contractor Function or Realignment

909090

ALICE LOGISTICS ORGANIZATION

(Completion Form Baseline)

Existing Contractor Function

Government Function

PURCHASING AGENT IV

MANAGER WAREHOUSE MGR

New Contractor Function or Realignment

LOGISTICS MGR

1 1

SUPPLY TECHNICIAN 5

SUPPLY CLERK

(INCL TOOL CRIB) 3

SHIPPING / RECEIVING

CREW LEAD 1 WAREHOUSE CREW LEAD 1

SHIPPING / RECEIVING

SPECIALIST 2

PURCHASING AGENT 4

LOGISTICS COORDINATOR 1

LOGISTICS LIAISON 1

SUPPLY EXPEDITER

(RPC) 1

LOGISTICS MANAGEMENT &

LEAD, PRODUCTION CONTROL

SUPPLY TECHNICIAN

(ELP FOL) 1

Note: All labor is subject to reassignment based upon mission requirements

ALICE ADDITIONAL STAFFING

MANAGEMENT ANALYST

ADMIN/TRAVEL 2

Existing Contractor Function

Government Function New Contractor Function or Realignment

PROJECT SUPPORT

CONTRACTOR

MANAGEMENT

OCCUPATIONAL SAFETY AND

HEALTH TEAM LEAD 1*

* Completion Form Baseline

The format of this statement of work (SOW) reflects JSC as the primary customer. NASA LaRC requirements are located in Section C, Appendix D

Appendix C, Personnel Requirements

◦ Identifies exempt and nonexempt positions

◦ Personnel requirements are cross referenced to existing

CBAs

Changes to Appendix C Additions and revisions to standard labor categories Considering addition of Physical Requirements for personnel in physically demanding positions

Section 4.2.2

◦ The Contractor’s Executive Manager shall have full authority to act for the Contractor on all matters relating to this contract.

Section 9.5

◦ The Contractor’s acquisition team shall be located at

Ellington Field, Houston, TX. Additionally, all procurement authority should reside at Ellington Field.

◦ The Contractor shall use NAMIS to initiate, create, track, reconcile and archive all purchase requests.

Significant changes are anticipated to the following DRDs for the final RFP:

◦ DRD-M03, Contractor Work Breakdown Structure (WBS) and

Dictionary (NASA provided WBS)

◦ DRD-M05, NF533 Cost Reporting

◦ DRD-M16, Supplemental Cost Reporting

The ALICE contract requires detailed financial reporting.

Additionally, detailed cost reporting is required, in some cases 7 WBS levels deep or greater. See DRD-M05 and DRD-M16.

DRD Overview

◦ For the purpose of this briefing, some DRD items are highlighted to emphasize elements unique or of interest to the ALICE solicitation.

◦ Highlighted elements are not necessarily more important than other DRD elements.

◦ The final RFP will not contain highlighted DRD items.

DRDs that are anticipated to be due with the proposal are:

◦ DRD-M01: Management Plan

◦ DRD-M08: Labor Relations Plan

◦ DRD-M13: Contract Phase-in Plan

◦ DRD-M15: Total Compensation Plan

◦ DRD-M17: Key Personnel

◦ DRD-S02: Safety and Health Plan

DRD-M01 Management Plan 13 May (Highlights-Preproposal).docx

DRD-M08 Labor Relations Plan (5-12-16)(Highlights-Preproposal).docxDRD-M13 Contract

Phase-In Plan (5-12-16)(Highlights-Preproposal).docx

− DRD-M15 Total Compensation Plan (5-13-16)(Highlights-Preproposal).docx

Today’s Discussion

Attachment L-2-1 Prime and Sub Past Performance Matrix

Attachment L-2-2 Joint Venture Past

Performance Matrix

Attachment L-2-3 Past Performance

Narrative

For your proposal to be considered timely, your package must be delivered to Building 420 by the due date and time stated in the RFP.

Review all proposal delivery instructions with your courier to stress the importance of timeliness and the proper location of delivery.

◦ Shipping and Receiving will give your courier a receipt of delivery.

When delivering a proposal in person, remember to deliver the proposal through Gate 4, and not through the Central JSC Gate 1.

◦ Directions to Gate 4 are in the proposal instructions.

Allow at least 48 hours to over-night a proposal through a mail carrier.

◦ A commercial/government mail carrier may have a mechanical breakdown or otherwise fail to deliver in a timely manner.

If you choose to deliver in person on the due date, remember that late flights, traffic jams, and congestion in the JSC area may affect the timeliness of your proposal.

Review the proposal instructions, coordinate with the point of contact in advance of the delivery, and ask questions if any instructions are not clear.

Review paragraph (c)(3) of FAR 52.215-1,“Instructions to Offerors – Competitive

Acquisition”.

20 Minute Break

Thank you for attending the Johnson Space Center

Preproposal Conference for the ALICE Contract

JSC DATA REQUIREMENTS DESCRIPTION (DRD)

(Based on JSC –STD-123. See work page for instructions.)

1. DRD Title 2. Date of current version

3. DRL Line Item No.

RFP/Contract No. (Procurement completes)

Management Plan 2/23/2016 DRD-M01 NNJ16556087R

4. Use (Define need for, intended use of, and/or anticipated results of data) 5. DRD Category: (check one) To provide a comprehensive plan that integrates all aspects of the SOW to accomplish efficient and effective management.

Technical Administrative

SR&QA

6. References (Optional) 7. Interrelationships (e.g., with other DRDs) (Optional) Attachment L-1, Resource Planning Document

8. Preparation Information (Include complete instructions for document preparation)

a. Data Type: 1

b. Scope:

The Management Plan shall describe the basis for the Contractor’s management approach, organizational structure, and processes for accomplishing and managing all services and functions described in the contract.

c. Content:

The Contractor shall address the following elements in the Management Plan:

i. Provide a chart depicting your organizational structure and how it will integrate into the government structure described in Attachment L-1, Resource Planning Document. Include the communication channels, lines of authority, reporting relationships and responsibilities of all organizational elements.

ii. Provide a narrative to describe the relationships between subcontractors, team members, joint venture partners, and other entities within the overall management structure.

iii. Describe your perceived risks in managing the contract and provide your mititgation approach.

iv. Describe how you will manage typical versus augmented staffing, referencing Attachment L-1, Resource Planning Document.

v. Detail the Executive Manager’s decision making authority, including the line of succession if the Executive Manager is unavailable.

vi. Describe your corporate philosophy and management approach to ensure and sustain healthy corporate-employee relations with Collective Bargaining Agreement (CBA) employees. Include specific examples.

vii. Describe your corporate philosophy and management approach to ensure and sustain healthy corporate-employee relations with non-exempt, non-union employees, and all other exempt employees. Include specific examples.

viii. Describe how you pursue, attract, hire, and retain highly-qualified employees. Include specific examples.

ix. Describe how you motivate performance and incentivize productivity. Include specific examples.

x. Describe how you manage your workforce to ensure adherence to work schedules and break times while supporting dynamic flight schedules. Include specific examples.

xi. Describe your method for ensuring accurate labor charging, tracking, and reporting.

JSC Form 2341 (Rev February 26, 2002) (MS Word August 1995) (Previous editions are obsolete.)

Attachment J-1: ALICE DRD-M01 Page 1 of 2

xii. Describe your commercial procurement and corporate review processes (purchasing and sub-contracting). For instance, will all procurement authority reside at the site level or will any procurements require approvals at a higher corporate level? (The Government is looking for an efficient streamlined procurement process with the lowest level approval authority as practical. Process must also be highly-responsive to emerging government requirements.)

xiii. If desired, describe any proposed efficiencies and innovations and how they will benefit the Government. Include proposed SOW language to incorporate the efficiencies and innovations and where in the SOW they should be placed.

d. Format: Contractor’s format is acceptable.

e. Distribution:

1. BR/Contracting Officer

2. CA/Contracting Officer’s Representative

3. CC/Alternate Contracting Officer’s Representative

f. Submission:

1. Initial: Due with proposal.

2. Final: Contract start +60 calendar days.

3. Approval: Contract start +90 calendar days.

4. Update Frequency: As required.

g. Revisions: Revisions to this DRD shall be incorporated by change page or complete reissue.

Attachment J-1: ALICE DRD-M01 Page 2 of 2

(Based on JSC-STD-123. See work page for instructions.)

1. DRD Title

2. Date of current

3. DRL Line Item No.

RFP/Contract No.

Labor Relations Plan

February 4, 2016 DRD-M08 NNJ16556087R

4. Use (Define need for, intended use of, and/or anticipated results of data) 5. DRD Category: (check one)

To evaluate the offeror’s approach to working with organized labor.

SR&QA

6. References (Optional)

7. Interrelationships (e.g., with other DRDs) (Optional)

FAR 52.222-1, Notice to the Government of Labor Disputes Attachment L-1, Resource Planning Document

DRD-M01, DRD-M13

8. Preparation Information (Include complete instructions for document preparation)

Data Type: 2

Scope: The content provides the offeror’s approach to working with organized labor.