Operations Management PWS - 1 May 24.pdf

Fort Eustis Base Maintenance Contract as of 01 May 2024 Page 1 of 47

OPERATIONS MANAGEMENT

PERFORMANCE WORK STATEMENT

FOR

BASE MAINTENANCE CONTRACT (BMC)

FA4800-24-R-0002

733d CIVIL ENGINEER SQUADRON (CES)

Joint Base Langley-Eustis (Fort Eustis), VA

Fort Eustis Base Maintenance Contract as of 01 May 2024 Page 2 of 47

1. OPERATIONS MANAGEMENT

1.1. Description of Services

1.2. Overview

1.3. Imperatives

2. OPERATIONS ENGINEERING

2.1. Requirements and Optimization (R&O)

2.2. Service Contracts

2.3. Material Control

2.4. Building Automation Energy Analysis

2.5. Ancillary Programs

3. OPERATIONS & MAINTENANCE

3.1. Heavy Repair

3.2. Infrastructure Systems

3.3. Facility Systems

4. SERVICES SUMMARY

5. CONTRACT DATA REQUIREMENT LIST (CDRL)

6.L RELATED PUBLICATIONS

7. APPENDICES

8. ACRONYM LIST

9. SPECIAL TRAINING, CERTIFICATIONS AND LICENSING REQUIREMENTS

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1. OPERATIONS MANAGEMENT

1.1. Description of Services:

The Operations activity is responsible for effectively and efficiently operating, maintaining, and repairing Air Force Real Property (RP) and Real Property Installed Equipment (RPIE) through employment of asset management principles at any attached, geographically separated or other related properties. This is accomplished by providing execution, management, and oversight of facility and infrastructure operations, maintenance and repair, materiel control, work planning, customer service, service contract management, and operations engineering capabilities. Also includes capability to respond to and mitigate any infrastructure-related emergency conditions and contingency operations when necessary.

The functional organization chart is designed to provide a reference to how the Air Force Civil Engineer community organizes and labels both similar trade crafts as well as overall operations maintenance management. This Performance Work Statement (PWS) will make use of this convention to provide consistency with all other published guidance and training for civil engineers. The contractor is not required to organize their staff in this manner. The contractor is required to follow standard maintenance work record keeping using trade focused ‘shop’ assignments using standard workgroup conventions used in Next Generation Information Technology (NexGen IT) to ensure enterprise, Major Command (MAJCOM), and base data supports data analytical requirements and preserves maintenance history in a consistent manner.

1.2. Overview

Service Provider (SP) shall:

1.2.1. Provide all management, labor, tools, vehicles, equipment and training required to fulfill all life-cycle operations and maintenance of facilities, non-privatized infrastructure, RP, RPIE and geographically separated properties to support the local missions. Comply with all applicable and most current Occupational Safety & Health Administration (OSHA), Environmental Protection

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Agency (EPA), National Fire Protection Association (NFPA), National Electric Code (NEC), National Plumbing Code (NPC), International Building Code (IBC), Unified Facilities Criteria, (UFC), Department of Defense (DoD), AF, federal, state and local codes and requirements, and environmental regulations as well as Higher Headquarters (HHQ) standards and instructions.

1.2.2. Populate, maintain, update, generate, and manage data and reports from current and government designated replacement database system(s), for example NexGen IT, Air Program Information Management System (APIMS), etc. ensuring data is complete and accurately updated.

1.2.3. Generate, distribute, file, and maintain records of all required inspections, testing, training, certifications, operating instructions, appointments, and policy letters.

1.2.4. Provide data, reports, information and support to government designated Civil Engineer (CE) representatives or higher headquarters upon request.

1.2.5. Conduct and participate in ad hoc meetings, teleconferences, briefings, and information exchange with base and higher headquarters staff when needed.

1.2.6. [[RESERVED]]

1.2.7. Develop and implement a self-inspection program for respective functions to address the areas outlined in the current AF Inspector General (IG) Inspection Guidance take appropriate action(s) to comply with the IG Guidance.

1.2.8. Provide courteous, responsive, and professional customer service and ensure personnel are timely in support of scheduled appointments.

1.2.9. Provide efficient and economic professional inspection, maintenance, repair, operations, and minor alterations, considering total system life cycle costs and impact on the quality of service received by the customers.

1.2.10. Accomplish services in a timely manner using standardized work methods and procedures in accordance with (IAW) commercial practices and be continually evaluated to improve their effectiveness.

1.2.11. Provide priority service to facilities RPIE, Real Property Similar Equipment (RPSE), and systems designated as critical by the Government.

1.2.12. Ensure and document proper coordination of all maintenance and alterations on structures listed on the historic registry.

1.2.13. Effectively utilize new technology and engineering methods to reduce operational and maintenance cost and maximize the use of highly efficient products and maintenance processes wherever practical and as warranted by life cycle analysis.

1.2.14. Ensure finished work request meets customer requirements.

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1.2.15. Be aware of asbestos, lead based paint and Polychlorinated Biphenyls (PCBs) during construction, maintenance, repair activities, and take necessary actions in coordination with the Environmental Activity.

1.2.16. Provide refuse collection, disposal and recycling of self-generated construction and demolition debris.

1.2.17. Ensure worksite is clean and free of work material debris upon completion of work.

1.2.18. Ensure Privacy Act information is properly marked and protected from unauthorized access, disclosure, or manipulation.

1.2.19. Support government provided assessments, for example, Civil Engineer Maintenance Inspection and Repair Team, Functional Configuration Audit, Energy Audits, Airfield Pavement Evaluation, and related support requirements.

1.2.20. Participate and support Base exercises when required.

1.2.21. Provide continuous emergency support 24/7.

1.2.22. Perform base recovery operations following man-made and natural disasters by quickly identifying damage, establishing repair priorities, and determining and reporting estimated cost for securing temporary and permanent repairs and completing facility and infrastructure restorations.

1.2.23. Document all damages on the Damage Assessment Tool database.

1.2.24. Support Special events such as Air Shows, Picnics, Distinguished Visitor visits, etc.

1.3. Imperatives.

Imperatives are provided to document the government’s most important work items. The SP shall use these imperatives to prioritize work, staff, and other limited resources. Communication between the SP and the government must occur on these topics to ensure they are meeting the government’s expectations.

1.3.1. Overall.

• Respond to emergencies and mitigate (refer to Unscheduled Corrective Maintenance section of this document).

• Provide government with Courses of Action (COA) resulting in cost effective lifecycle management on Ops maintenance and repair investments.

• Maintain assets at current condition, if rated deficiency free, or improve condition and performance over Period of Performance.

• Life cycle management planning feeding asset management (AMP, sub-AMP) optimizing maintenance investment of in-house (Contractor) vs third party contracted (Cap Project) actions (refer to the Work Request Review Board [WRRB] section of this document).

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• Respond to established planned timelines to meet and resolve Customer / mission needs.

• Materiel Management – acquire all materiel necessary to meet work requirements and enter costs into government owned Information Technology (IT) system.

1.3.2. Operations Management.

• Manage and perform all demand maintenance activities and functions related to operations maintenance and repair of RPIE, and RPSE (refer to Demand Maintenance / Customer Service section of this document).

• Utilize government standardized asset data collection and SMS / analysis tools.

1.3.3. Operations Engineering.

• Manage, train, and perform all activities and functions related to requirements and optimization, customer service, facility manager program, real property inventory, work task planning, systems engineering, material control, and U-Fix It Program (refer to the Operations Engineering section of this of this document).

1.3.4. Operations and Maintenance.

• Provide professional inspection, proactive/reactive maintenance, repair, operations, and minor alterations.

• Provide priority service to facilities and systems designated as critical by the Government.

• Perform Plant Operations (as required).

1.3.4.1. Heavy Repair:

• Employ Asset Management Principles to provide Heavy Repair functions associated with horizontal, structural and pavements activities as directed in the Heavy Repair section of this document.

1.3.4.2. Infrastructure Systems:

• Employ Asset Management Principles to provide Infrastructure Systems functions associated with Entomology, Heating, Ventilation, Air Conditioning (HVAC), Water and Fuels Systems, and Energy Management Control System activities as directed in in the Infrastructure Systems section of this document.

1.3.4.3. Facility Systems:

• Employ Asset Management Principles to provide Facility Systems functions associated with Alarms / Controls, Electrical (interior / exterior), Power Production, and Airfield Lighting System activities as directed in the Facility Systems section of this document.

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2. [[RESERVED]]

2.1. [[RESERVED]]

2.1.1. Demand Maintenance / Customer Service (FO Funds: CEO-01; CEO-07).

2.1.1.1 [[RESERVED]]

2.1.1.2. [[RESERVED]]

2.1.1.2.1. Work execution record keeping shall ensure timely and accurate ability to track and monitor customer requests accepted for CE maintenance action from receipt to completion.

Additionally, record keeping for Operations internal maintenance requirements without SRs, like system generated PM work tasks or continuous work documentation of plant operations or street sweeping, shall support appropriate work management requirements. Rejected customer requirements shall be appropriately documented in NexGen IT.

2.1.1.2.2. Work Execution Record keeping and shall accurately capture costs of all labor and materiel on a per task basis and correctly assign the work task record to both the correct real property asset and end-customer ensuring that accumulated real property annual operating costs are captured and enable cost reimbursement billing when applicable.

2.1.1.2.3. Record keeping shall capture and preserve maintenance history in NexGen IT, using both standard enforced maintenance / outage reason codes as well as SP entered maintenance notes. SP data entry directly supports CE enterprise advocacy of maintenance requirements and life-cycle investment decision-making. Data analytical tools developed by the Air Force rely on this data and will be provided to the SP.

2.1.1.3. The SP shall adhere to all data entry quality and accuracy standards in NexGen IT and BUILDER Sustainment Management Systems (SMS) as specified by AF policy, NexGen IT procedures, technical guidance, SMS Playbooks and Air Force Civil Engineering Center (AFCEC) Business Process Library SharePoint.

2.1.1.4. The SP shall train IT system users on data entry standards (e.g., cost accounting, type of work, prioritization, asset coding, maintenance performed, failure descriptions, and direct inspections) and actively maintain an up-to-date training roster.

2.1.1.5. At a minimum, the SP shall conduct a monthly review of each shop’s data entry quality, timeliness, and accuracy, and address corrections through cognizant shop leadership. Provide summary to the government no less than quarterly.

2.1.1.6. The SP shall develop unique reports required for local needs or Higher Headquarters taskers upon request.

2.1.1.7. Comply with Work Management Playbook and NexGen IT specific guidance on AFCEC Business Process Library (Government representative will provide access).

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2.1.1.8. [[RESERVED]]

2.1.1.10 Communicates Work Task decisions, investment plans, repair timelines, and status updates to customers and briefings within established timelines/battle rhythm directed by the government.

2.1.1.11. Initiate and develop work schedules to include coordination with Sub-AMP managers.

2.1.1.12. Under normal operations, classify and prioritize the work requirements received. The Government retains the right to require prioritization of special interest work. The special interest work shall not supersede Emergency or PM Tasks.

2.1.1.13. Executes Work Task closeout actions within 30 calendar days, to include, but not limited to, coordination with the Government to update base maps and applicable floor plans, submit RP capitalization supporting documents, maintenance resolution actions, warranty management, and accurately accounts for all costs.

2.1.1.14. [[RESERVED]]

2.1.1.15. Classify and prioritize Work Task IAW Air Force Instruction (AFI) 32-1001 allowing scarce resources to be applied in a manner that most effectively addresses life-cycle management and mission critical assets first.

2.1.1.16. [[RESERVED]]

2.1.1.17. [[RESERVED]]

2.1.1.18. Maintain accountability of resources to include for example, equipment, personnel, and facilities.

2.1.1.19. Ensure 100% appropriate SMS inventory adjustments and condition assessments in conjunction with all work actions are completed and updated before work closeout actions. This provides “real time” adjustments to BUILDER data as work is being accomplished. Refer to Work Management Playbook for work closeout process (Government representative will provide access).

2.1.1.20. The descriptions of the work tasks in the following section of this PWS is for informational purposes. The management of these programs within R&O is Facility Operations (FO) funded, and the actual In-shop work will be Facility Sustainment, Repairs, Modernization (FSRM) funded.

2.1.1.21. The following chart provides guidance on work priority response times and completion expectations:

Priority Description Response Time (eyes-on, materials assessment)

Completion Time Completion Rate

1 Unscheduled Corrective Maintenance

- 30 mins Duty Day

- 60 mins After Hours

24 hours 100%

2A Preventive Maintenance As scheduled As scheduled 100%

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3A Corrective Maintenance

– High Priority

48 hours (materials ordered w/in 14 days)

30 days Varies

3B Corrective Maintenance

– Medium Priority

7 days (materials ordered w/in 14 days)

60 days Varies

3C Corrective Maintenance

– Low Priority

14 days (materials ordered w/in 14 days)

180 days Varies

4 Enhancement Work Low expectation for completion

2.1.2. Corrective Maintenance Work Task Requirements (R&O oversight of the program, FO Funds: CEO-01; CEO-07 / In-Shop work will be FSRM Funds and captured in the Operations and Maintenance section of this PWS).

2.1.2.1. The SP shall use asset management principles to develop, implement, and execute a proactive and predictive corrective maintenance program with goal of sustaining assets at lowest life cycle cost. In developing this program, the SP may use, but not limited to: NexGen IT, SMS, GeoBase, shop knowledge, RS Means, etc. The SP shall leverage data to drive decisions in work task prioritization to cost effectively optimize sustainment, maintenance, and repair activities. The SP shall execute corrective maintenance concurrently with PM and daily plant operations. In addition to self-identified work requirements, the corrective maintenance program will also include requests by others to include but not limited to Facility Managers.

2.1.2.2. Unscheduled Corrective Maintenance - Emergency / Priority 1.

2.1.2.2.1. Provide 24 hours a day, seven (7) days a week emergency response capability to sustain or ensure continued mission operations, prevent significant additional damage to facilities and infrastructure or protect the safety and security of the installation, mission, or personnel. Only those actions necessary to mitigate the emergency are accomplished on the emergency work task.

Additional work needed to restore complete functionality is identified and scheduled as a lower priority corrective maintenance work task consistent with requirements of similar scope and nature. The Contractor will capture all emergency work activities in the Air Force mandated IT system for maintenance management.

2.1.2.2.2. Additional work needed to restore complete functionality is identified and scheduled as a lower priority corrective maintenance work task, consistent with requirements of similar scope and nature.

2.1.2.2.3. Response to all emergency work takes precedence over all other PM, Corrective Maintenance, and enhancement work as (directed by the government).

2.1.2.2.4. During normal duty hours/operations, respond to 95% of Emergency Corrective Maintenance (CM) work, also referred to as Work Priority 1 within one (30 min from time of notification). Complete or eliminate emergency condition with labor and/or materials as required within 24 hours of notification.

2.1.2.2.5. After normal duty hours/operations, SP will provide standby or emergency response capability to respond to 95% of Emergency Corrective Maintenance work request within 60

Fort Eustis Base Maintenance Contract as of 01 May 2024 Page 10 of 47 minutes after notification. Complete or eliminate emergency condition with labor and/or materials as required within 24 hours after notification.

2.1.2.2.6. SP shall provide a projected critical materials list by system (electrical, exterior plumbing etc.) supporting rapid response to Priority 1 activities for Government approval within 60 days contract award. Upon approval, SP will acquire materials and sustain minimum levels.

Critical material list will be reviewed/validated annually.

2.1.3. Priority 2A. Plant Operations (Chilled Water) and PM (FO Funds: CEO-01; CEO-07; CEO-

08; CEO-09).

2.1.3.1. Day-to-day operation of plants is accomplished as work task priority code 2A - Plant Operations work. This category of work allows for simplified recordkeeping under a degree of control and oversight desired by the supervisor.

2.1.3.2. Generally, 2A - Plan Operations work is internally identified, approved, and accomplished with minimized record keeping within NexGen IT as a Facility Operations Facility Project (FOFP).

Refer to the AFCEC Business Process Library for details (Government representative will provide access).

2.1.3.3. The 2A - Plant Operations FOFP can be opened for a full year fiscal year (1 Oct - 30 Sept).

These FOFPs are only intended to capture activities directly related to the daily operation of the plant, they are not intended to capture emergency work, 2A - PM, or corrective maintenance.

2.1.3.4. Within the work task priority code of 2A, there are two sub-categories tracked in NexGen

IT.

• One is “2A – PM” and the other is “2A - Plant Operations” and each have different Program Element Codes (PEC) that translate to funding. Workgroups typically tasked with plant operations, such as the Chilled Water Plant are funded by PEC 79.

• Those workgroups not typically assigned plant ops duties are funded by PEC 78. In the end Plant Ops is PEC 79, and normal sustainment activities fall under PEC 78. Priority 2B shall not be used by the SP.

2.1.3.5. Operate, maintain, modify, conduct inspections, repair and replace plant system components. Monitor on a 24-hour, seven-day a week basis. Plants will be operated under appropriate licensing and certifications.

2.1.3.6. [[RESERVED]]

2.1.3.7. SP shall ensure all materials are available to support continuous plant operations.

2.1.4. Scheduled Sustainment Corrective Maintenance- Priority 3 (R&O oversight of the program, FO Funds: CEO-01; CEO-07 / In-Shop work will be FSRM Funds and captured in the Operations and Maintenance section of this PWS).

2.1.4.1. Work Task Priority Code 3 is maintenance or repair, including repair by replacement, of Real Property up to 150-man hours (unless approved by COR), per request, that does not require

Fort Eustis Base Maintenance Contract as of 01 May 2024 Page 11 of 47 detailed planning. This may require capitalization of the Real Property records to sustain and restore complete functionality.

2.1.4.2. Priority 3A categorizes and prioritizes all work carrying an unabated Risk Assessment Code (RAC) 1-3 or unabated Fire Safety Deficiency (FSD) code 1 and 2. 3A is also scheduled sustainment work for Tier 1 and 2 assets (Core Vulnerability Assessment Management Program [CVAMP], Installation Development Plan [IDP], Air Force Commander’s Assessment Management System [AFCAMS], critical utility nodes, statutory requirements, Tactical Mission Dependency Index > 80) as this represents the greatest mission risk if not completed, therefore the highest level of scheduled sustainment work.

2.1.4.3. Respond to and complete all directed Work Task Priority 3A Corrective Maintenance work within 30 calendar days of receipt, excluding material delays unless otherwise approved by the Government.

2.1.4.4. Priority 3B categorizes and prioritizes all work carrying an unabated RAC 4 and 5 or scheduled sustainment work for Tier 3 assets (Company Commander focus items or Mission Dependency Index [MDI] 79-69).

2.1.4.5. Respond to and complete all directed Work Priority 3B CM work within 60 calendar days of receipt, excluding material delays unless otherwise approved by the Government.

2.1.4.6. Priority 3C categorizes and prioritizes scheduled sustainment work for Tier 4 assets (all other sustainment work as defined and prioritized through the Facility Utilization Board process).

2.1.4.7. Respond to and complete all directed Work Priority 3B CM work within 60 calendar days of receipt, excluding material delays unless otherwise approved by the Government.

2.1.4.8. The following chart provides guidance on category description and prioritization:

2.1.4.9. Material requirements for all Work Priority 3 Corrective Maintenance work shall be processed for acquisition within 14 calendar days.

2.1.4.10. No more than 50% of any sustainment corrective maintenance, Priority 3s, may be assigned annually to a single Priority 3 sub-category unless approved by the Government.

(Example: 75% applied to Work Priority 3C).

2.1.5. Facility Operations Facility Projects (FO Funds: CEO-01; CEO-02; CEO-07; CEO-08;

CEO-09).

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2.1.5.1. When there is little benefit from the repeated creation of individual Work Tasks for an activity performed throughout the year, FOFPs provide an alternative application of the Facility Project Form to reduce this administrative burden. There are also instances where it may not be feasible to create a Work Task for each facility or when essential mission support work is not a sustainment activity performed on real property. For guidance when these situations arise, Pseudo Locations and FOFPs provide the solutions. The government representative can provide specific details and access to on-line resources. The FOFP process is intended to package Work Tasks shops can use for labor and in some cases materiel, for up to an entire FY. R&O creates FOFPs and their associated Work Tasks on a Fiscal Year (FY) basis; it is done this way for two primary reasons.

2.1.5.2. The following activities are most often recorded on FOFPs:

• Snow Removal Operations.

• Street and Airfield Sweeping Operations.

• Utility Plant Operations.

• Work Clearance / AF Form 103 shop support when needed for requirements not executed by the Operations Flight.

• Emergency and Special Program (ESP) Code or Natural Disaster FOFPs (Go to the ESP

Code or Natural Disaster FOFPs library for more information, the Government representative will provide access.

2.1.5.3. The SP will use FOFPs and associated Work Task to track all work in these respective activities IAW Government direction. FOFP work tasks are NOT required to follow established timelines of other corrective maintenance work described above.

2.1.6. Enhancement 4A/4B (Funding is dependent and could possibly be FO Funds: CEO-01;

CEO-02; CEO-07; CEO-08; CEO-09 or FSRM Funds: CEO-10; CEO-12; CEO-13; CEO-14;

CEO-15. Government representative can provide further guidance).

2.1.6.1. Priority 4A/B work is classified as Enhancement and/or discretionary non-real property maintenance work. Enhancement defined as work that is required to enhance missions or infrastructure, therefore NOT sustainment. Because this category does not sustain the installation’s as-is state, provide recommendation and justification for Work Request working Group (WRWG) / WRRB approval decision of execution of Priority 4 work by on-site workforce that shows return on investment (ROI) of accomplishment versus impact to all other.

2.1.6.2. Priority 4A work is classified as Restoration and Modernization or work required for facility/infrastructure enhancement/mission sustainment/support work. These requests could also be for a new mission requirement when an addition (add new) or modification to RPIE is required.

Examples include replacement of carpet with different material, lighting upgrades, installation of additional electrical outlets, or repair of aesthetic appurtenances, such as landscape lighting. Work tasks in this category may require capitalization. Coordination is required with the Real Property Officer to make the final determination of whether capitalization is required and if so, SP will create the DD Form 1354.

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2.1.6.3. Priority 4B work is also classified as discretionary (non-RPIE maintenance) work such as Airshows, Ceremonies, etc.

2.1.6.4. All Priority 4 work execution (to include execution timelines) must be approved by the Government. There might be situations when completing Priority 4 enhancement work ahead of Priority 3 sustainment work is required and is approved of the Government.

2.1.6.5. No more than 10% of Work Priority 4 work (hours) annually shall be assigned and completed unless approved by the government. Funding for enhancement labor will come from a separately government funded CLIN with one sub-CLIN for 4A and one for 4B.

2.1.6.6. Develop written estimates on work 4A/B category when directed by the Government.

2.1.7. Preventive Maintenance (R&O oversight of the program, FO Funds: CEO-01; CEO-07 / In- Shop work will be FSRM Funds and captured in the Operations and Maintenance section of this

PWS).

2.1.7.1. Accurately record the inventory and condition of all real property assets and RPIE in in the appropriate SMS to facilitate PM investment determination processes. Establish PM records in NexGen IT.

2.1.7.2. IAW AFMAN 32-1062, para 1.9.5, the SP shall conduct an annual inventory of all CE-operated and maintained RPIE and equipment authorized in-use details (EAID) generators by 1 August each year, including generators that are replacement-eligible, and forward a copy to

AFCEC.

2.1.7.3. RPIE generators shall be reconciled with real property records and EAID generators with Custodian Authorizations and Custody Receipt Listing records (CDRL 0001).

2.1.7.4. SP shall develop an inspection schedule in conjunction with annual PM requirement completion to account for 20% of all RP and RPIE condition assessments in BUILDER annually to ensure 100% of all building assets are assessed every 5 years for PM assets.

2.1.7.5. The SP shall examine the unconstrained asset inventory and develop an executable portfolio of PM requirements, for government review and approval, to sustain the assets, support the mission, and yield an effective Return on Investment. The PM program shall comply with the AFI 32-1001, Chapter 3, the PM Playbook, and the AFCEC PM Business Process Library (Commercial and Air Force specific PM task lists and associated PM execution frequencies are contained in NexGen IT to provide estimated completion times and support NexGen IT PM execution). The SP’s PM program shall consider as a minimum:

• Policy driven maintenance requirements.

• Criticality of how the asset supports the mission.

• ROI and cost effectiveness of the PM investment.

• The condition of the asset and its expected life cycle.

• Impacts of warranties that are tied to the asset.

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• Annual review and Gov’t approval.

2.1.7.6. Any deviations/recommendations to set PM frequencies must be approved by the Government prior to adjustments. SP will provide sound business case for recommended frequency change.

2.1.7.7. If a required PM task is not identified, SP shall refer to the PM Playbook and/or AFI 32- 1001 as necessary to determine required actions.

2.1.7.8. PM for all assets in the PM Program must be prioritized over all other forms of work, except for Priority 1 Emergency Work defined in the PWS.

2.1.7.9 Execute a minimum of 95% of the scheduled PM requirements for assets included in the PM program, except for Government-approved deviations.

2.1.7.10. These deviations are limited to issues outside the SP’s control, such as a lack of access by facility occupants, facility/equipment under renovation, or other Government determinations.

2.1.7.11. Shall account for the fluctuations of assets, e.g., additions and deletions, throughout the life of the contract.

2.1.7.12. SP shall ensure all materials are available to meet PM schedule requirements.

2.1.8. [[RESERVED]]

2.1.8.1. [[RESERVED]]

2.1.8.2. [[RESERVED]]

2.1.8.3. [[RESERVED]]

2.1.8.4. [[RESERVED]]

2.1.8.5. [[RESERVED]]

2.1.8.6. [[RESERVED]]

2.1.8.7. [[RESERVED]]

2.1.9. In-House Maintenance & Repair Capability / Planning (FO Funds: CLIN CEO-01; CEO- 07).

2.1.9.1. Analyze, design, and plan maintenance activities for shop craftsmen execution management using the Playbooks. The efforts shall be limited to small scale in-house actions within WT or facility projects including, but not limited to, inadequate facility lightning protection, resize boiler, drop ceiling repair, install backup power capability, and utility infrastructure bores (including communication bores and hand holes).

2.1.9.2. All personnel performing in-house maintenance and repair planning activities shall possess a minimum of five (5)-years' experience in General Construction with expertise in civil, electrical, and mechanical work.

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2.1.10. [[RESERVED]]

2.1.10.1. [[RESERVED]]

2.1.10.2. [[RESERVED]]

2.1.10.3. [[RESERVED]]

2.1.10.4. [[RESERVED]]

2.1.10.5. [[RESERVED]]

2.1.10.6. [[RESERVED]]

2.1.10.7. [[RESERVED]]

2.1.10.8. [[RESERVED]]

2.1.10.9. [[RESERVED]]

2.1.10.10. [[RESERVED]]

2.1.10.11. [[RESERVED]]

2.1.10.12. [[RESERVED]]

2.1.10.13. [[RESERVED]]

2.1.10.14. [[RESERVED]]

2.1.10.15. [[RESERVED]]

2.1.10.15.1. [[RESERVED]]

2.1.10.15.2. [[RESERVED]]

2.1.10.15.3. [[RESERVED]]

2.1.10.15.4. [[RESERVED]]

2.1.10.15.5. [[RESERVED]]

2.1.10.15.6. [[RESERVED]]

2.1.10.15.7. [[RESERVED]]

2.1.10.15.8. [[RESERVED]]

2.1.10.15.9. [[RESERVED]]

2.1.10.15.10. [[RESERVED]]

2.1.10.15.11. [[RESERVED]]

2.1.10.15.12. [[RESERVED]]

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2.1.10.15.13. [[RESERVED]]

2.1.10.15.14. [[RESERVED]]

2.1.10.15.15. [[RESERVED]]

2.1.10.15.16. [[RESERVED]]

2.1.10.15.17. [[RESERVED]]

2.1.10.15.18. [[RESERVED]]

2.1.10.15.19. [[RESERVED]]

2.1.10.15.20. [[RESERVED]]

2.1.10.16. [[RESERVED]]

2.1.10.16.1. [[RESERVED]]

2.1.10.16.2. [[RESERVED]]

2.1.10.16.3. [[RESERVED]]

2.1.10.17. [[RESERVED]]

2.1.10.17.1. [[RESERVED]]

2.1.10.17.2. [[RESERVED]]

2.1.10.17.4. [[RESERVED]]

2.1.10.17.5. [[RESERVED]]

2.1.10.18. [[RESERVED]]

2.1.10.18.1. [[RESERVED]]

2.1.10.18.2. [[RESERVED]]

2.1.10.18.3. [[RESERVED]]

2.1.10.19. [[RESERVED]]

2.1.10.19.1. [[RESERVED]]

2.1.10.19.2. [[RESERVED]]

2.1.10.19.3. [[RESERVED]]

2.1.10.19.4. [[RESERVED]]

2.1.10.19.5. [[RESERVED]]

2.1.10.19.6. [[RESERVED]]

Fort Eustis Base Maintenance Contract as of 01 May 2024 Page 17 of 47

2.1.10.19.7. [[RESERVED]]

2.1.10.20. [[RESERVED]]

2.1.10.20.1. [[RESERVED]]

2.1.10.20.2. [[RESERVED]]

2.1.10.20.3. [[RESERVED]]

2.1.10.21. [[RESERVED]]

2.1.10.22. [[RESERVED]]

2.1.10.23. [[RESERVED]]

2.1.10.24. [[RESERVED]]

2.1.10.25. [[RESERVED]]

2.1.11. BUILDER Sustainment Management System (FO Funds: CLIN CEO-01; CEO-07).

2.1.11.1. SP use of BUILDER is mandatory. SP shall use, maintain, and update an SMS, currently BUILDER, capable of batch filing and producing reports that meet the requirements of this PWS.

2.1.11.2. Manage and administer functions of the BUILDER SMS database to ensure optimum access and usage of the database, and to ensure the accuracy, integrity, and currency of the data IAW established guidelines provided.

2.1.11.3. SP shall develop an inspection schedule for 20% of all RP and RPIE condition assessments in BUILDER annually to ensure 100% of all building assets are assessed every five

(5) years for PM assets. SP shall report progress no less than annually to the Government.

2.1.11.4. Input all necessary database entries in conjunction with other squadron flights. The guidance contained in the SMS Playbook and its attachments will supplement the requirements of this PWS.

2.1.11.5. The SP shall generate short term work requirements at least twice per year separated by approximately 6-months each time using the Work Planning BUILDER data. The SP shall review and validate the built assets facility condition index and life-cycle requirements generated by the cycle cost analysis within 14 calendar days after the day the list of potential requirements was created. The SP shall conduct follow-up inspections and validate the accuracy of the requirements and shall consider Tactical Mission Dependency Index (T-MDI) ratings during short term requirements validation.

2.1.11.6. Comply with all performance objectives provided within the guidelines outlined on CE DASH (Government representative can provide access to CE DASH). Locally generated at the installation.

2.1.12. [[RESERVED]]

Fort Eustis Base Maintenance Contract as of 01 May 2024 Page 18 of 47

2.1.12.1 [[RESERVED]]

2.1.12.2. [[RESERVED]]

2.1.12.3. [[RESERVED]]

2.1.12.4. [[RESERVED]]

2.1.12.5. [[RESERVED]]

2.1.12.6. [[RESERVED]].

2.1.12.7. [[RESERVED]]

2.1.12.8. [[RESERVED]]

2.2. Service Contracts Management (FO Funds: CLIN CEO-01; CEO-07). (Government representative will provide further information / guidance)

2.2.1. [[RESERVED]]

2.2.2. [[RESERVED]]

2.2.3. [[RESERVED]]

2.2.4. Others as applicable (grease traps, oil water separator cleaning, septic system cleaning etc.

[could be FO Funds: CEO-06 or FSRM Funds: CEO-11]).

2.3. Material Control (FO Funds: CLIN CEO-01; CEO-07).

2.3.1. Provide and manage material acquisition, logistical support, and associated warehouse activities. Issue materials to work activities, to include log materiel costs and close out work tasks in NexGen IT. Ensure any items used in the maintenance, repair, and replacement of real property, to include rental equipment or items used in support of real property, are available.

2.3.2. Perform materiel acquisition to include determining requirements, acquiring materials, issuing, and tracking materials, and proper cost accounting.

2.3.3. Receive material, to include maintaining and monitoring stock levels, managing holding areas, managing residual storage.

2.3.4. Maintain material handling equipment.

2.3.5. Manage hazardous material (HAZMAT) program.

2.3.6. Demonstrate residual funds reporting on materiel CLIN at the request of a COR.

2.3.7. Maintain a bench stock for needed items for emergency work, PM and highly consumable items to increase material availability and decrease material lead time.

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2.3.8. Material items will be from CLIN CEO-13 unless CE leadership decides to incorporate material costs into the Minor Project Program or another CLIN. Materiel Acquisition System (MAS): Contractor shall procure and assume responsibility of material acquisition system and be responsible for annual subscription renewal use.

2.3.9. The Government requires the contractor to assume all required licenses and access rights to ensure continuity.

2.3.10. Upon the COR request, the contractor shall be capable of providing all materiel control program reports. The contractor shall provide inventory listings and Inventory discrepancy adjustments reports monthly.

2.3.11. U-Fix-It Program Management (Labor, FO Funds: CLIN CEO-01; CEO-07 / Materials, FSRM Funds: CLIN CEO-13).

2.3.11.1. The contractor shall operate a U-Fix-It program within Government-furnished space to provide installation facility managers with materials and loanable tools required to fulfill minor repairs at their respective facilities within their technical capability IAW NexGen IT processes.

2.3.11.2. The U-Fix-It function shall be available for facility managers between the hours of 0700

– 1500, Monday through Friday, except for Federal holidays.

2.3.11.3. In fulfilling the U-Fix-It Program requirements, the contractor shall:

2.3.11.3.1. Coordinate and issue all requisite materials and loanable tools as required to fulfill all WTs approved by the Contractor.

2.3.11.3.2. Be responsible for ordering, receipt, and maintaining an adequate inventory of materials and supplies to support facility manager requirements.

2.3.11.3.3. Maintain an adequate bench stock of common U-Fix-It program materials and supplies such as picture hangars, ceiling tiles, carpet squares, light bulbs, outlet covers, toilet seats, etc.

2.3.11.3.4. Maintain an adequate stock of common hand tools to be loaned to facility managers.

2.3.11.3.5. Provide technical oversight and inspection of U-Fix-It WTs to ensure finished work meets building codes.

2.3.11.3.6. Inspect completion of work by facility managers to ensure compliance with all applicable codes and standards.

2.3.11.3.7. Manage and perform all activities and functions related to supporting a U-Fix-It store for designated facility managers.

2.3.11.3.8. Coordinates ordering of materials for store.

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2.3.11.3.9. Equip U-Fix-It store to support “one-stop service” for customers.

2.3.11.3.10. Use customer inputs to coordinate adjustments to the approved product list.

2.3.11.3.11. Provide training, technical advice, and materials to perform minor maintenance for example patching walls and touch up paint to foster feeling of pride, and ownership.

2.3.12. [[RESERVED]]

2.3.12.1. [[RESERVED]]

2.3.12.2. [[RESERVED]]

2.3.12.3. [[RESERVED]]

2.3.12.4. [[RESERVED]]

2.3.12.5. [[RESERVED]]

2.4. Building Automation Energy Analysis (FO Funds: CLIN CEO-01; CEO-07).

2.4.1. Oversee the Environmental Management Control System (EMCS) program and ensure that O&M activities are aligned with installation energy management goals and prioritized to optimally reduce the installations energy consumption through coordination with the Energy Manager and IAW the EMCS Playbook (Government representative will provide access).

2.4.2. Provide the energy manager with supporting performance data, analysis, and recommendations for key building systems (e.g., HVAC, controls, lighting, power systems, water systems) to ensure optimal efficiency and to identify areas of concern.

2.4.3. Establish HVAC and mechanical set points strategy for optimal building operation as determined in coordination with base energy manager.

2.4.4. SP shall have a minimum of 3 years of experience in building automation control systems to support Installation of the Future Initiatives and provide recommendations for system expansion, standardization, and reliability.

2.5. Ancillary Programs (FO Funds: CLIN CEO-01; CEO-07).

2.5.1. Support special events when approved by the Government (Classy as Priority 4B).

2.5.2. Special events include but are not limited to Morale, Welfare and Recreation (MWR) events, presidential visits, air shows, retirement ceremonies, change-of-command ceremonies, distinguished visitors, operational readiness/inspections, or any other VIP-type event.

2.5.3. This support may include but is not limited to creation of signs, procurement of materials, and construction/assembly of stages.

2.5.4. SP shall log support activity per guidance on the AFCEC Business Process Library to accommodate special actions required in NexGen IT to properly log special event support from a real property cost perspective (Government representative will provide access).

Fort Eustis Base Maintenance Contract as of 01 May 2024 Page 21 of 47

2.5.5. [[RESERVED]]

2.5.5.1. [[RESERVED]]

2.5.5.2. [[RESERVED]]

2.5.5.3. The Government shall be responsible for correcting all deficiencies outside of the control of the SP.

2.5.5.4. RP Asset Disposal: Evaluate real property and/or real property installed equipment assets for use in other facilities, salvage value or recycled through the Base Recycling Center or through the DLA Disposition Services. Accomplish building decommissioning IAW AFCEC Business Process Library (Government representative will provide access).

2.5.5.5. Work Clearance: Develop and implement a work clearance and utility outage process to meet all safety and Mission Impact Coordination Requirements.

2.5.5.6. SP shall be responsible for the oversight of the process. The requestor must perform all coordination action and provide completed coordination to the SP.

3. OPERATIONS & MAINTENANCE

3.1. Heavy Repair (FSRM Funded: CEO-10; CEO-12 unless noted otherwise; Individuals 100% dedicated to management will be FO Funded: CEO-01; CEO-07).

The SP shall be responsible for inspection, maintenance, and repair of all structures, storm water, paved/unpaved roads, and airfield pavements/clearance for real property assets including for example facilities, pavements, roads, sidewalks, and fences.

Review plans and drawings submitted by the Government to verify code compliance, functionality, and maintainability and provide feedback as required.

Ensure accuracy and integrity of existing SMS data systems and provide updates if deviations have occurred. This includes linear segmentation data for pavements (airfields, streets, roads and parking lots) assets.

Ensure utility service outages under the SP’s control shall be no more than 60 minutes unless previously scheduled and approved by the Government.

Provide support for disaster recovery operations for example, 24 hours a day, seven (7) days a week, including federal holidays. SP shall at a minimum, but not limited to, provide:

• Brush clearance for search and recovery teams.

• Cutting a diversion ditch for emergency spill response team.

• Debris clearance due to natural disasters.

• Aircraft wreckage removal.

• Move concrete barriers / planters.

• Haul loads of topsoil or base course materials.

• Provide backhoe excavation support, lift heavy objects.

Fort Eustis Base Maintenance Contract as of 01 May 2024 Page 22 of 47

• Provide debris/dirt removal.

• Dispose of unsatisfactory materials generated by excluding environmentally contaminated materials and other emergencies.

3.1.1. Structures (FSRM Funds: CLIN CEO-10; CEO-12; CEO-13; CEO-14; CEO-15).

3.1.1.1. Maintain, construct, repair, paint, and modify structural systems and wooden, masonry, metal, and concrete buildings to a fully functional state that operates as designed.

3.1.1.2. Fabricate and repair components of buildings to include for example, doors, windows, floor, ceilings and other real property, and associated non-RPIE items. Note: Carpeting, except for unaccompanied housing, is limited to small sectional repair, not a whole room.

3.1.1.3. An AWS certified welder shall perform all welding.

3.1.1.4. Provide locksmith capabilities repair interior and exterior of facilities.

3.1.1.5. SP shall ensure all inspections; trained and qualified personnel conduct maintenance and opening and repair actions IAW FED-STD-809C. To ensure the protection of classified information, US Citizens shall perform locksmith services or US Persons subject to US law.

3.1.1.6. SP shall install, remove, and maintain General Services Administration (GSA) approved secure container locks (e.g., vaults, safes), RP key / padlocks, cipher locks, cylinder locks.

3.1.1.7. SP shall fulfill all after-duty-hours service calls for lockouts, which shall be performed jointly with Security Forces.

3.1.1.8. In addition, the SP shall fulfill the following tasks:

• Review all key requests to ensure the appropriate facility manager has a valid request. The Government shall approve all mechanical room key requests.

• Ensures keys are issued to facility managers as required.

• Maintain a record for keys signed out to facility managers for tracking purposes.

• Ensures key blanks, master keys, key codes, and duplicates are secured while in possession to avoid misuse or unauthorized access to Government facilities.

• Secure Container Combination Locks. Personnel with the requisite certifications shall perform all locksmith services for Federal Standard FF-L-2740 combination locks. All work associated with defective GSA approved container locks shall be a Priority 1 Emergency repair.

3.1.1.9. Signs. SP shall install, replace, update, and maintain exterior signs IAW with UFC 3-120- 01, Design: Sign Standards.

3.1.1.10. The SP shall coordinate all traffic signage with the Base Traffic Engineer to ensure compliance with applicable standards.

3.1.1.11. The SP shall coordinate with the base architect as necessary to ensure compliance with Installation Facilities Standards.

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3.1.1.12. Repair interior and exterior of facilities.

3.1.1.13. Establish and maintain an active Roof Inspection Program.

3.1.1.14. Maintain and repair roofing distresses, waterproof membranes, insulation, caulking, flashing, decking, gutters, rooftop equipment, coping, debris removal from roof/gutters, and other structural roof elements IAW UFC 3-110-03 Roofing and AFI 32-1001, Civil Engineer Operations.

3.1.1.15. Conduct periodic inspections, annotate existing conditions, conduct investigation into failures, input data into SMS, and maintain the accuracy of roofing data.

3.1.1.16. Conduct periodic inspections and maintain temporary roofs (e.g., TPO, tarps). Temporary roofing maintenance/repair is limited to recovery solutions for damaged roofing.

3.1.1.17. Refurbish temporary roofs to serviceable condition by replacing waterproof membrane sections, insulation, caulking, flashing, decking, gutters, rooftop equipment, coping as necessary.

3.1.1.18. Replace stretched fabric covers/canopies/sunshades (aircraft sunshades not included) on metal frame structures as required.

3.1.1.19. Complete change of occupancy maintenance for unaccompanied housing

3.1.1.20. Provide support for events for example provide and set up ropes, stanchions, stages, and fences.

3.1.2. Pavements / Equipment (FSRM Funds: CEO-10; CEO-12; CEO-13; CEO-14; CEO-15).

3.1.2.1. SP is limited to minor repairs of road surface defined as no larger than 200 sq. ft. per WT.

SP shall prioritize roadway damage as a Priority 1- Emergency if fire response routes are affected or Priority 3A (High) repair if normal traffic flow is impacted.

3.1.2.2. Recreational Paths. Inspect and perform minor repairs to sidewalks, biking paths, jogging paths, and boardwalks to include boardwalk gazebos.

3.1.2.3. Paved Roads Maintenance. Inspect and repair paved roads, curbs, gutters, drainages and culverts, guardrails, and other road components including pavement markings.

3.1.2.4. Unpaved Roads Maintenance. Inspect, maintain, and repair unpaved roads identified on the base maps.

3.1.2.5. Grade unpaved roads as required. The SP shall grade secondary unpaved roads on an annual basis. Impassable unpaved roads will initially be scheduled as a Priority 3A (High) repair.

The contractor is not responsible for hunting or fire access roads.

3.1.2.6. Storm Drainage. Maintain and repair storm water drainage systems such as drains, inlets, culverts, headwalls, weirs, ditches, and swales. For open drainage ditches, the SP shall scrape debris, sediment, and overfill as necessary to maintain a free-flowing condition. All storm water

Fort Eustis Base Maintenance Contract as of 01 May 2024 Page 24 of 47 control infrastructure requiring ground disturbance shall be coordinated through the Government prior to work.

3.1.2.7. Containment. Provide the required equipment and perform both routine and emergency containment capability for spills, flooding, surges, pipeline breaks, and sinkholes in order to mitigate damage and environmental impact.

3.1.2.8. Response time for emergency containment shall not exceed 30 minutes during duty hours, 60 minutes after duty hours.

3.1.2.9. Driveways, Parking Lots, and Storage Areas. SP Inspect, repair, and maintain driveways, parking lots, and storage areas. Restripe parking lines in parking lots upon receipt of an approved WT. This does not include privatized housing assets.

3.1.2.10. Fences. Inspect base perimeter, security, and safety fences, gates, anti-intrusion wire, other fence components annually and perform repairs as necessary. Any damage to base perimeter or facility security fencing that allow for unimpeded access shall be completed as a Priority 1 Emergency repair. All other types of fence damage shall be considered a Priority 3A (High) repair.

3.1.2.11. [[RESERVED]]

3.1.2.12. Airfields. Provide minor inspection and repair to airfield pavements, markings, joints and shoulders. Such efforts shall be limited to the scope of a WT requirement.