PWS 02 Facility Planning Draft 12_2025.docx

PWS 2 – FACILITY PLANS, STRATEGIES, AND ANALYSES

1. GENERAL INFORMATION

1.1. INTRODUCTION

1.1.1. The purpose of this PWS is to outline the Operating Contractor’s roll in the development and updating of plans and strategies for overall facility management to include capacity planning, strategic planning, and investment planning. The results of the efforts contained within this PWS will provide planning information for decision makers regarding facility and investment strategies at RFAAP.

1.2. BACKGROUND

1.2.1. Joint Program Executive Office Armaments & Ammunition (JPEO A&A), as executor of Department of Defense’s Single Manager for Conventional Ammunition, is responsible for conventional ammunition production base strategic planning and execution of the Production Base Support (PBS) program.

1.2.2. Potential funding mechanisms for program/project execution:

1.2.2.1. The PBS program provides funding for investment and modernization for industrial base capabilities. The effort under this PWS is for the planning and analyses for PBS projects at RFAAP and to support long term strategic planning at RFAAP. Execution of individual PBS projects are direct funded via separate Statements of Works (SOWs), or in some instances separate support SOWs, for the Operating Contractor to support PBS projects performed by others. The PBS program supports three types of projects:

1.2.2.1.1. Provision of Industrial Facilities (PIF). PIF projects may include a new production capability, expansion of current capacity, or modernization of existing facilities to current standards. Modernization efforts consider improved operating efficiency and reduced operating costs as well as sustainment and readiness of critical capabilities. Modernization efforts consider improving operational safety, quality of the product, and the quality of the work environment. Modernization efforts should consider emerging environmental requirements.

1.2.2.1.2. Layaway of Industrial Facilities (LIF). LIF projects transition industrial facilities or equipment from production status to long-term storage. LIF projects may also include decontamination, disposal, and demolition of excess Government owned property.

1.2.2.1.3. Maintenance of Inactive Facilities (MIF). MIF projects fund efforts to maintain inactive facilities in a laid-away state, ensuring they are available for future use. MIF projects only apply to facilities approved for long-term storage under the LIF program.

1.2.2.1.4. Other funding sources as identified by the Government.

1.3. SCOPE

1.3.1. Includes the planning and support needed to execute Government funded efforts for all Government property within RFAAP boundaries, the New River Unit, and any potential expansion sites.

1.4. DEFINITIONS

1.4.1. Production Base: The privately-owned and Government-owned industrial production capacity available to manufacture items required by the U.S. Armed Forces. The production base together with the maintenance base comprises the industrial base.

1.4.2. Production Base Support (PBS): funds both modernization and efforts to maintain inactive capabilities and facilities at the AAPs to retain the capability and capacity for future use.

1.4.3. Performance Work Statement (PWS): statement of work for performance-based acquisitions that describes the required results in clear, specific and objective terms with measurable outcomes.

1.4.4. Production Support and Industrial Facilities Cost Analysis (P-25): The P-25 document is used to display costs for each funded production facilities project at all Government Owned – Government Operated (GOGO) and Government Owned – Contractor Operated (GOCO) facilities. P-25s shall be developed in accordance with DoD 7000.14-R Financial Management Regulation (Volume 2B, Chapter 4).

1.4.5. Call Letter: The annual call for projects to feed the Program Objective Memorandum (POM) and Ammunition Production Base Support (PBS) Program Build. This annual process determines the PBS budget for each GOCO over a five-year period.

1.4.6. Determination and Findings (D&F): A special form of written approval by an authorized official that is required by statute or regulation as a prerequisite to taking certain contract actions. The "determination" is a conclusion or decision supported by the "findings.’’ The findings are statements of fact or rationale essential to support the determination and must cover each requirement of the statute or regulation.

1.4.7. Statement/Scope of Work (SOW): A document that outlines the specific tasks, deliverables, and timeline for a project.

1.4.8. Rough Order of Magnitude (ROM): The initial estimate of the effort and cost involved in completing a project. The ROM estimation process occurs early in the project life cycle and serves as a guide in the selection of strategies and planning options.

1.4.9. Program Management Review (PMR): A management level review hosted by the Operating Contractor for the purpose of reporting on the status of projects within the PBS program at RFAAP. PMR is a communication and reporting tool that includes project stakeholders and is used to identify problems and develop appropriate follow-up actions as required.

1.4.10. Corrective Action Request (CAR): Is issued to identify and correct instances of the Operating Contractor’s noncompliance with established methods for processing product, controlling quality systems, or violation of contract order requirements.

1.4.11. Major Maintenance: As defined in the RFAAP Maintenance of Facilities PWS.

Armament Retooling and Manufacturing Support (ARMS): Program created by Congress to encourage the commercial and government use of underutilized property at GOCOs and GOGOs to compensate for reduced production volumes and facility closures that would adversely impact the local economies.

1.4.12. Industrial Preparedness Planning (IPP): Is performed to document production capabilities and capacities, perform production base analyses, assist in development of acquisition strategies, assess risks, and make production base decisions. This PWS is for the Operating Contractor to provide RFAAP production base data for the Government to perform the IPP mission.

1.5. KEY PERFORMANCE INDICATORS

1.5.1. The Operating Contractor’s performance will be monitored and measured through monthly submissions of a Key Performance Indicator (KPI) Report (CDRL A02-01). The monthly KPI Report shall demonstrate efficiencies of PWS2 work performed at RFAAP by tracking the following KPIs:

1.5.1.1. Call Letter Response: Submission must be complete, compliant, delivered on time, and meet all specified requirements

1.5.1.2. P25 Submissions: Submission of ten P25s must be complete, compliant, delivered on time, and adhere to the defined scope and cost requirements

1.5.1.3. Project Database Requirements: Submission must be complete, compliant, delivered on time, and meet all specified database requirements.

1.5.2. In addition to the KPIs specific in section 1.5.1, the Operating Contractor shall identify and propose a minimum of three KPIs that measure performance, timeliness, and/or effectiveness of planning and strategy efforts at RFAAP.

1.5.3. The initial submission of all six KPIs shall be submitted to the Government for approval 30 calendar days after transitioning as the Operating Contractor and monthly thereafter.

1.5.4. The Operating Contractor shall define the calculation and verification methods for each KPI in the first submission of the PWS 2 KPI Report after contract award (ACA) for Government approval.

1.5.5. The PWS2 KPI Report shall provide targets for improvement for each KPI, with justification as to why the target was determined. Targets may be based on industry standards or baseline data acquired in the first quarter of performance tracking at RFAAP. Targets may be adjusted on an annual basis or as applicable basis, with Government approval.

1.5.6. In the event that KPIs are trending negatively or consistently falling below the established target for a minimum of three consecutive months, the Operating Contractor shall develop and submit a corrective plan or strategy adjustment aimed at achieving the target. The plan and/or strategy must include the following:

1.5.6.1. Specific actions to be performed to address the issue,

1.5.6.2. A detailed timeline outlining the expected improvement milestones, and

1.5.6.3. Identification of personnel responsible for implementing the actions and achieving the target.

1.5.7. While the Government reserves the right to assess the Operating Contractor’s compliance with specific requirements of this PWS, the primary measure of the Contractor’s success in performing the PWS will be determined by KPI goal attainment.

1.6. APPLICABLE DOCUMENTS OR CITATIONS

1.6.1. Association for the Advancement of Cost Engineering (AACE) International Cost Estimation Classifications (18R-97).

1.6.2. Army Regulation (AR) 210-20 – Real Property Master Planning for Army Installations.

1.6.3. DoD 7000.14-R Financial Management Regulation (Volume 2B, Chapter 4).

1.6.4. DFARS 213.106-2 Evaluation of quotations or offers

2. WORK REQUIREMENTS

2.1. TECHNICAL REQUIREMENTS

2.

2.1.

2.1.1. Execution Plan

2.1.1.1. The Operating Contractor shall develop and submit annually for review and approval by the Government a PWS 2 Execution Plan (CDRL A02-02). This plan shall be submitted 30 calendar days prior to the start of each calendar year. The PWS2 Execution Plan shall include, but not be limited to, the following:

2.1.1.1.1. Introduction and executive summary

2.1.1.1.2. Description of facilities and capabilities (high level)

2.1.1.1.3. Production capacities and constraints

2.1.1.1.4. Modernization strategy

2.1.1.1.5. Future production and facility requirements

2.1.1.1.6. Strategic goals and recommendations

2.1.1.1.7. Description of planning process and prioritization methodology

2.1.1.1.8. Prioritization of projects

2.1.1.1.9. Estimated funding requirements

2.1.1.1.10. Project sequencing and phasing recommendations

2.1.1.1.11. Critical Path Schedule

2.1.1.1.12. Identify and summarize pre-planning efforts (conceptual designs, studies, charrettes, emerging technology exploration)

2.1.1.1.13. Constraints, risks, past and current issues, expected issues (including environmental, safety, QWE, maintenance, single point failures, operational availability, quality of product, first pass yield, rework, etc.)

2.1.2. Annual PBS Call Letter Submission

2.1.2.1. The Operating Contractor shall provide a complete and compliant response to the Government’s annual PBS Call Letter, ensuring all requested information and requirements are fully addressed and fulfilled. (CDRL A02-03). The delivery date shall be provided in the Government’s annual PBS Call Letter.

2.1.2.2. Regardless of whether the PBS Call Letter is received from the Government, the Operating Contractor shall independently prepare and submit a package that fulfills the requirements outlined in this PWS. This submission shall be considered and referred to as the PBS Call Letter submission and must be delivered no later than 31 MAY of each calendar year.

2.1.2.3. The PBS Call Letter submission shall include, but not limited to, the following:

2.1.2.3.1. The Operating Contractor shall submit a package containing the current, new, and emerging PBS RFAAP project requirements in addition to the revalidation of the current PBS RFAAP project requirements.

2.1.2.3.2. The Operating Contractor shall submit candidate projects (each in P-25 format, see paragraph 2.1.3) that are intended to meet the current, new, and emerging PBS RFAAP project requirements and shall review, revise, revalidate, or propose deletion of all previously submitted P-25s on an annual basis. The rationale for any P-25 revisions or deletions shall be captured in an organized P-25 Log, which shall track the history of current and prior P-25s at a high level. The P-25 Log shall also track the date and summarize the findings of the annual reviews of the existing P-25s. The review of current P-25s shall occur to determine if the information, assumptions, cost estimates, schedule estimates, are still accurate and revisions shall occur if they are found to be inaccurate. The Operating Contractor shall provide the P-25 Log (CDRL A02-03) with the PBS Call Letter submission.

2.1.2.3.3. The Operating Contractor shall submit a 1-N prioritized list of proposed candidate projects, formatted and scored according to the criteria provided in the PBS Call Letter. At a minimum, the 1-N Project List (CDRL A02-03) shall include:

2.1.2.3.3.1. Projects ranked in order of priority as determined by the Operating Contractor

2.1.2.3.3.2. Project title and project number

2.1.2.3.3.3. Primary capability or product(s) supported

2.1.2.3.3.4. Primary project classification

2.1.2.3.3.5. Predecessor and successor projects

2.1.2.3.3.6. Estimated cost

2.1.2.3.3.7. Recommended government fiscal year of execution

2.1.2.3.3.8. Detailed scoring results

2.1.2.3.3.9. Additionally, the Operating Contractor shall identify projects that can accommodate reduced proposal preparation timelines (60-90 days) to potentially expedite contract awards if additional funding becomes available.

2.1.2.3.4. The Operating Contractor’s PBS Call Letter, P-25 Log, and 1-N Project List submissions will serve as the basis for project programming in the next Army budget request cycle, which corresponds to the Government Fiscal Year three years into the future from the current Government Fiscal Year and spans a total of five consecutive years.

2.1.2.3.5. For any new or existing requirements deemed critical for execution prior to the next Army budget cycle, the Operating Contractor shall provide strong justification. If requested by the Government, the Operating Contractor shall assist in reprioritizing identified projects in the event of an out-of-budget-cycle project request. However, projects requested for execution sooner than the next Army budget cycle are unlikely to be resourced.

2.1.2.3.6. The Operating Contractor shall prepare briefing charts and hold an annual PBS Call Letter Review in June of each year, or as directed, which shall mirror and summarize the overall strategies and proposed projects contained in the PBS Call Letter submission, review of the P-25 Log and 1-N List. Each of the proposed projects shall have a quad chart summarizing key information from the project P-25. The briefing charts and support documentation shall be provided 15 working days prior to the PBS Call Letter Review (CDRL A02-03).

2.1.2.3.7. Information required for modernization planning, strategy development, and P-25 evaluation, shall be provided by the Operating Contractor as requested and may include, but not be limited to, actual production records by process facility, process cycle times, process yields, quality metrics, and energy consumption records.

2.1.3. Annual P-25 Submissions

2.1.3.1. The Operating Contractor shall submit 10 projects annually (CDRL A02-04). The Operating Contractor shall submit a table to the Government for concurrence within 45 days of the beginning of the calendar year (CY) identifying the P-25’s to be submitted during that CY. The submitted table shall contain the project name, the level of estimating required, and by what date the Operating Contractor shall submit each P-25. Each P-25 shall meet the following requirements:

2.1.3.1.1.1. A P-25 is a project planning document including, but not limited to title, objective, background, need, requirement, planned work to be performed, benefits, justification (including an analysis and supporting data), project prioritization, investment cost estimates, schedule estimates, schedule dependencies (to include any predecessor and successor relationships), risk analysis, impacts (operational continuity, operational availability, safety, environmental, quality of product, quality work environment, energy consumption), and economic analyses (including savings, cost avoidance, impact to maintenance costs, impact to production and operational costs, return on investment) for PIF, LIF, and MIF projects.

2.1.3.1.1.2. Each P-25 shall address the facility project requirements, including but not limited to, performance, operational availability, environmental, safety, and other project requirements, projecting project requirements outward by a minimum of eight years.

2.1.3.1.1.3. Inclusion of project Objective and Justification sections, issues such as operational continuity to assure production, operational availability, environmental impacts and issues, cost avoidances and savings, safety, quality of product, quality work environment, strategic importance, and security shall be addressed.

2.1.3.1.1.4. Each P-25 submission shall include a detailed summary of the assumptions made, both overall and specifically for the cost and schedule estimates.

2.1.3.1.1.5. Each submission shall include any conceptual designs and identified major equipment. The Operating Contractor shall provide any analysis of alternatives conducted, to include but not be limited to, potential RFAAP location(s) considered.

2.1.3.2. Each submission shall include the identification of a target year of execution for each P-25. The target year shall be updated as necessary, with input from the Government.

2.1.3.3. The Operating Contractor shall maintain a robust cost estimating capability, with a standardized cost estimate format, to support various types of modernization projects. While the P-25 submissions shall include high-level details of each project cost estimate, the Operating Contractor shall also provide detailed supporting data for each project cost estimate as part of the P-25 submission.

2.1.3.4. The Operating Contractor shall conduct an annual review of each P-25 to revise, revalidate, or propose deletion as necessary, in accordance with the requirements outlined in this PWS. As part of the annual review, the Contractor shall evaluate the cost and schedule estimates for each P-25, considering the latest available information, past assumptions, market conditions, and other relevant factors. As projects approach their target year of execution, the cost and schedule estimates shall become increasingly refined, detailed, and accurate.

2.1.3.4.1.1. Near-Term Projects (0-3 years out): Cost estimates shall meet an acceptable level of maturity for budgeting purposes, classified as Class 3 in accordance with the Association for the Advancement of Cost Engineering (AACE) International Cost Estimation Classifications (18R-97).

2.1.3.4.1.2. Mid-Term Projects (4-7 years out): Cost estimates shall meet an acceptable level of maturity for planning purposes, classified as Class 4 in accordance with AACE International Cost Estimation Classifications (18R-97).

2.1.3.4.1.3. Long-Term Projects (8-15+ years out): Cost estimates shall meet an acceptable level of maturity for planning purposes, classified as Class 5 in accordance with AACE International Cost Estimation Classifications (18R-97).

2.1.3.5. For any schedule adjustments, the Operating Contractor shall review and update the overall strategy, including project sequencing, as required.

2.1.3.6. The Operating Contractor shall submit a quarterly P-25 Plan for Government review and approval (CDRL A02-05). As part of the P-25 Plan submittal, the Operating Contractor shall provide an updated P-25 Log summarizing the P-25’s to be submitted each calendar year, the respective status of each P-25, and the schedule of submission.

2.1.4. Pre-Contract Actions

2.1.4.1. For projects anticipated to be executed in the Near-Term, the Operating Contractor shall perform pre-contract actions for a maximum of four projects annually. These tasks include but are not limited to, supporting D&Fs, supporting SOW development and review, and any pre-design activities as required by the Government. Support to the D&Fs process may include development of ROM cost estimates, including detailed basis of estimate documents.

2.1.4.2. Responses to Request for Proposals (RFPs) and proposal preparation efforts shall not be directly funded under this PWS.

2.1.5. Program Management Review

2.1.5.1. The Operating Contractor shall host periodic PMRs at the request of JPEO AA, RFAAP Government Staff, or JMC, with a minimum frequency of three times per year (CDRL A02-06). The PMRs shall be conducted at RFAAP.

2.1.5.2. A PMR draft agenda shall be provided to the Government one month prior to the scheduled PMR.

2.1.5.3. Briefing charts shall be provided five working days prior to the scheduled PMR review.

2.1.5.4. The PMRs shall include, at a minimum, the following agenda items:

2.1.5.4.1. Review previous PMR action items

2.1.5.4.2. Contractor Organization and staffing updates

2.1.5.4.3. Contract updates

2.1.5.4.3.1. General contractual performance to include open Corrective Action Requests (CARs)

2.1.5.4.4. Production updates

2.1.5.4.4.1. Production activity (all orders), status, issues, contractual performance, and projected workload/orders (all orders)

2.1.5.4.4.2. Quality and Continuous Improvement Updates (foreign object debris occurrences, Product Quality Deficiency Reports, etc.)

2.1.5.4.4.3. Key materials risk assessment and diminishing manufacturing sources and material shortages

2.1.5.4.5. PWS performance updates

2.1.5.4.5.1. Safety, health, environment performance and updates, to include planned and occurring environmental permit efforts

2.1.5.4.5.2. Maintenance key performance indicator (KPI) updates

2.1.5.4.5.3. Utilities performance against projections and KPIs

2.1.5.4.5.4. Reporting of performance and financial spending on all remaining PWS’s

2.1.5.4.5.5. PWS project updates: Facilities update including current and proposed Major Maintenance and Armament Retooling and Manufacturing Support (ARMS) projects

2.1.5.4.6. PBS funded project updates

2.1.5.4.6.1. Modernization planning and execution improvements

2.1.5.4.6.2. Modernization proposals being developed

2.1.5.4.6.3. Modernization planning update including current and proposed modernization project requirements (P-25s)

2.1.5.4.6.4. Execution updates on funded modernization projects

2.1.5.4.7. Other topics as requested

2.1.5.4.8. Review of captured action items

2.1.5.4.9. Government tour of facilities (provided by the Operating Contractor)

2.1.5.5. After each PMR, updated briefing charts shall be provided by the Operating Contractor within five working days after the PMR.

2.1.5.6. After each PMR, the updated action item list shall be provided by the Operating Contractor within five working days after the PMR, with status updates provided by the fifth of each month, beginning the month following the initial submission. The Government will determine if actions can be considered closed.

2.1.6. Industrial Preparedness Planning (IPP)

2.1.6.1. IPP is performed to document production capabilities and capacities, perform production base analyses, assist in developing acquisition strategies, and production base decisions.

2.1.6.2. The Operating Contractor shall review industrial base capacity inquiries on an informal, as needed basis (CDRL A02-07). Comprehensive reviews and validations shall typically be conducted three times per year. Recurring information for verification shall include, but is not limited to:

2.1.6.2.1. Building and equipment utilization

2.1.6.2.2. Building and equipment capacities

2.1.6.2.3. Single point failure areas

2.1.6.2.4. Identification of bottle necks and time and cost to resolve

2.1.6.2.5. Critical skills, critical equipment, critical spare parts

2.1.6.2.6. Identify availability and capability of workforce

2.1.6.2.7. Critical materials and ingredients

2.1.6.2.8. Process support to include software and hardware

2.1.6.2.9. Infrastructure support

2.1.7. Project Requirements Database

2.1.7.1. The Operating Contractor shall maintain a system for consolidating, assessing, and prioritizing new project and requirement submissions. This database shall be shared with the Government upon request. The Operating Contractor shall hold meetings, biweekly at a minimum, to review validity of the requirements, prioritize submissions, and identify appropriate funding source(s). Once a valid project has been identified the Operating Contractor shall develop a high-level ROM for the project and track in the Project Requirements Database. Local Army Staff and JPEO AA representatives shall be invited to participate in the meeting as key stakeholders.

2.1.7.2. The Operating Contractor shall provide the Government with an export of the database by the 5th of each month. This export shall include all projects added to the database and the respective status of each project (CDRL A02-08).

2.1.7.3. The Operating Contractor shall submit an expanded database export to the Government biannually (every six months). This export shall include the requirements outlined in section 2.1.7.2, along with the approved funding source for each project and the project's status within the prioritization of the respective funding source (CDRL A02-08).

2.1.8. Planning

2.1.8.1. The Operating Contractor shall conduct both short- and long-range planning as part of its execution of the P-25 process to support the future development of infrastructure at the installation, in compliance with AR 210-20.

2.1.9. Government Funded Efforts

2.1.9.1. The Operating Contractor shall support Government contracted third party efforts at RFAAP including design, demolition, and construction projects. Support for Government contracted third party efforts include, but are not limited to, providing facility information, procedures, processes, coordination onsite among stakeholders, issuance of RFAAP specific permits, and providing drawings, maps, or other information maintained by the Operating Contractor, as requested by the third-party contractors and other Government agencies.

2.1.9.2. The Operating Contractor shall support Government studies, surveys, or initiatives. This includes studies in which consumption and cost data is necessary to identify cost saving opportunities for the Government. These studies, surveys, or initiatives may include efforts funded via the Government, Operating Contractor or efforts contracted through a third party.

2.1.9.3. The Operating Contractor shall provide support personnel for the coordination of Government Funded Efforts. This support shall include, but is not limited to, personnel in the areas of safety, security, environmental, production, ballistics, facilities, engineering, project management, and any other staff necessary to ensure the successful support and coordination of the effort.

2.2. DELIVERABLES

1.

2.

2.1.

2.2.

2.2.1. A02-01 Monthly submittal of PWS2 KPI Report as outlined in paragraph 1.5.

2.2.2. A02-02 PWS2 Execution Plan shall be submitted 30 days prior to the start of the calendar year in accordance with paragraph 2.1.1.

2.2.3. A02-03 PBS Call Letter shall be submitted in June, or as specified in the Call Letter Memorandum in accordance with paragraph 2.1.2.

2.2.3.1. P-25 Log in accordance with paragraph 2.1.2.3.2.

2.2.3.2. 1-N Project List in accordance with paragraph 2.1.2.3.3.

2.2.3.3. Call Letter Review brief in accordance with paragraph 2.1.2.3.6.

2.2.4. A02-04 Ten projects shall be submitted annually in accordance with paragraph 2.1.3.

2.2.5. A02-05 P25 Plan shall be submitted quarterly in accordance with paragraph 2.1.3.6.

2.2.6. A02-06 Program Management Reviews (PMR) shall occur, at a minimum, three times per year in accordance with paragraph 2.1.5.

2.2.6.1. PMR Agenda shall be submitted one month prior to each PMR in accordance with paragraph 2.1.5.2.

2.2.6.2. PMR briefing charts shall be submitted five working days prior to each PMR in accordance with paragraph 2.1.5.3.

2.2.6.3. PMR final briefing charts shall be submitted five working days after each PMR in accordance with paragraph 2.1.5.5.

2.2.6.4. PMR action items list shall be submitted five working days after each PMR and on the 5th of each month following the PMR until all actions are closed in accordance with paragraph 2.1.5.6.

2.2.7. A02-07 Industrial Preparedness Planning (IPP) shall be performed as requested in accordance with paragraph 2.1.6.

2.2.8. A02-08 Project Requirements Database monthly submission by the 5th of each month in accordance with paragraph 2.1.7.2 and semiannual submission by the 5th of each applicable month in accordance with paragraph 2.1.7.3.