PWS 0802024.pdf

WORK PERFORMANCE STATEMENT (WPS)

FDC SEATAC ELEVATOR MAINTENANCE

SERIVCE CONTRACT

INDEX

1. WPS REQUIREMENT

1.A REQUIREMENT STATEMENT

1.B CONTRACT LANGUAGE – TERMS AND DEFINITIONS

2. PLACE OF PERFORMANCE

3. ELEVATOR PROFILES

3.A Freight Elevator- Hydraulic 3.B Passenger Elevators- Cable Traction 3.C Data Cards

4. SERVICE TYPES

4.A.1-9 Preventive Maintenance Service (PMS) 4.B Corrective Maintenance Measures (CMM) 4.C.1-4 Repair Activity Service (RA) 4.D.1-8 RA Adjustments and Continuation of Repair Work Parameters 4.E.1-7 Emergency Services (ES)

5. INVESTIGATION OF ELEVATOR FAILURE

5.A.1-8 Criteria for Investigation & Protocols 5.B.1-3 Conditions for use of Independent Investigative Authority & Protocols.

5.C.1-3 Financial Burden of Investigative Outcome

6. SERVICE SCHEDULES

6.A.1-4 Preventive Maintenance 6.B Repair Activity and Emergency Services

7. LABOR TIME ALLOCATIONS

7.A.1 Allocation of 160 contacted skilled labor hours (80hrs PMS)(80hrs RA/ES Services) 7.A.2 12 Mo. PM Service Cycle- 1 Service call per month.

7.A.3 Union Labor Practices- Two person crew.

7.A.4 PM Service Call schedule with expected work labor hour allocations.

7.A.5 14 additional (floating) PM hours- Contingency and/or Inspection Needs.

7.B Repair Activity and Emergency Services.

7.D Computation table for 5 Year Firm Fixed Price (Base Year + 4 Option Years)

8. SERVICE DISRUPTIONS

8.A.1-3 Provision for Field Mechanic’s to leave institution.

8.B Security Detainment Protocols for FMs.

8.C FM Injury Protocols.

8.D Protocols for unexpected cancelation of delay of service by Institution.

8.E Protocols for contractor Sudden or Unforeseen Circumstances.

8.F Protocols for contractor manpower shortfalls, Union labor strike.

9. INSPECTIONS

9.A.1-3 Annual Inspection and Testing.

9.B.1-2 3 Year & 5 Year Inspection and Testing.

9.C.1-2 Inspection Corrective Actions.

10. CONTRACTOR WORK REQUIREMENTS AND RESPONSIBILITIES

10.A Business Practice Criteria and Standards 10.B.1-5 FM Security Vetting and Contractor Badging Requirements.

10.C Equipment and Tools.

10.D FM Identification Requirements 10.E-G FM On-site work parameters, behavioral expectations, and detainment criteria

11. CONSUMABLE PARTS AND MATERIALS

11.A-D Inventory Expectations, Replenishment Acquisitions for “Stock on Hand”.

12. FDC SEATAC REQUIREMENTS AND RESPONSIBILITIES

12.A Access locations and use of available amenities.

12.B-C Institution Lockdown Protocols

13. SAFETY

13.A Physical and Mental Health Expectations

13.B PPE

14. OTHER CONSIDERATIONS

14.A Entrapment Protocols 14.B.1-2 Staff Only- Non-Inmate Entrapment Protocols 14.C.1-2 Emergency Extraction- Inmate(s) Involved.

15. BPAP 37.103 (e)

1.A REQUIREMENT STATEMENT

The Federal Bureau of Prisons (BOP), Federal Detention Center, in

SeaTac Washington intends to award to a qualifying Elevator Maintenance and Repair Company a Performance-Based, Multi-year Service Contract having firm fixed pricing for the provision of Elevator Maintenance Services at the Federal Detention Center (FDC) SeaTac, located at 2425 S. 200th Street in SeaTac, Washington.

General Information regarding the Federal Bureau of Prisons (BOP), its facilities, and referenced Program Statements can be located at www.bop.gov.

1.B CONTRACT LANGUAGE AND DEFINITIONS

1.B.1 Institution: The Federal Bureau of Prisons (BOP) entity known as the

Federal Detention Center SeaTac (FDC SeaTac) being operated under the governing authority of the United States Federal Government.

1.B.2 Institution Oversite Authority (IOA): Identified as an Institution-Level decision making staff member having decision making authority over the delivery of contracted work activities, i.e. (performance of elevator maintenance by contractor assigned field mechanics while on institution property). The following are institution staff members who have this on-site authority: Institution Warden, Associate Wardens, Captain, Facility Manager, Business Administrator, Contracting Supervisor or his or her Contracting Specialist having delegated contract oversite, and in some cases the assigned Institution Duty Officer (IDO).

All are IOAs respectively.

1.B.3 Contract Administrator (CA): The Contracting Supervisor/Officer having full contract administration oversite and decision making authority as it pertains to the delivery of prescribed service tasks as outlined in the contract agreement.

1.B.4 Contracting Officer Representative (COR): The selected staff member who serves as the “in-field” liaison person between the administering Contracting Officer and the awarded Contractor. The COR’s primary objective to physically oversee, and insure, contract terms and conditions are being properly delivered on.

1.B.5 Elevator Field Mechanic (FM): Contactor selected elevator mechanics authorized to enter FDC SeaTac to perform elevator maintenance practices, and if required, emergency elevator procedures.

1.B.6 Passenger Elevator: 1 of 4 institution elevators typically used for transportation of persons and things from one building floor to another.

Also understood as a "Passenger Car", “Car” or "Traction Elevator".

1.B.7 Freight Elevator: The one institution elevator used to transport large and/or heavy materials (Freight) between the institution's B & C floors.

Also understood as the "Food Service Elevator", "Freight Elevator", or "Hydraulic Freight Elevator".

1.B.8 Preventive Maintenance Service (PMS): Defined as a scheduled preventive maintenance activity performed by institution approved FMs on a routine basis and is financially compensated for those services http://www.bop.gov/ though the contract agreement.

Preventive maintenance, under this definition, shall aligned with a Washington State recognized Maintenance Control Program or MCP.

PMS shall also be referred to as "PM Service", "Regularly Scheduled Maintenance”, or a "Normal Scheduled Service Call".

1.B.9 Corrective Maintenance Measures (CMM): Is “minor” corrective maintenance tasks that are completed on elevator equipment when PM practices are typically conducted. Example: Mechanically adjusting a door lever or adding oil to a hoist wheel bearing.

1.B.10 Repair Activity (RA): Defined as a Repair Service by which the contractor will schedule selected FM(s) to perform a specific repair activity that is deemed “larger in scope” than that which would typically be associated with a CMM. May also be referred to as a "Scheduled Repair Service".

1.B.11 Emergency Service (ES): An "Un-scheduled Service" where the contractor shall be contacted via their 24/7 emergency phone number and advised that an elevator emergency is in progress requiring the immediate need for an “on-call” FM to come to the institution to either;

a) Troubleshoot and resolve the incident if possible, or

b) Employ necessary safety measures that will best isolate the situation and prevent further equipment damage, entrapment, or injury to others until the elevator’s operational failure can be better assessed and repairs made.

This may also be identified as an "Emergency Repair Service".

NOTE: FDC SeaTac is a correctional environment. The chances of both staff and inmates being trapped inside an inoperable elevator is very likely.

In such cases, the IOA may call for the immediate deployment of an emergency extraction procedure. This extraction procedure will either be employed by trained institution response staff, or by the local Fire Department.

An elevator system failure that results in 3 or more passenger elevators being operationally incapacitated is deemed as an ES qualifier. An immediate contractor response to such an event will be required.

1.B.12 Business Hours: 6AM - 2PM, Monday- Friday is the institution's established operational hours for typical contactor access and work performance. These hours are not the same as "Labor Hours".

1.B.13 Labor Hours: Accountable maintenance work hours performed by contractor FM(s) while on site at FDC SeaTac.

1.B.14 Non-Billable: Labor Hours, Parts, or Material costs covered through the contract agreement.

1.B.15 Billable: Labor Hours, Parts, or Material costs to be paid outside the contract agreement. Billable labor hours shall be based on the contract's noted prevailing labor rate as set forth by the U.S. Department of Labor. All parts and materials to be used for elevator maintenance and repair shall be subject to competitive review and purchase decisions at the discretion of the CA.

1.B.16 Un-used PM/RA Work Hours: Documented portions of un-used allocated service hours that were allocated for scheduled PM or RA use.

Example: Assigned FM was able to complete all scheduled PM tasks in 1 hour during a contract allocated 2 hour visit.

Unused maintenance hours shall be documented by the contractor assigned FM in the institution’s “Elevator Maintenance Performance Log Book” as a banked or owed hours and signature verified by an IOA.

If the need arises, banked PM/RA work hours may be utilized to support a major elevator repair activity or emergency repair. PM hours are simply converted to RA work hours.

Starting with the first contract year, any accumulated banked PM/RA work hours shall be rolled forward into the next contract option year.

As a contractor performance incentive, upon the last month of the last executed contract year, any banked PM/RA work hours remaining shall be forfeited.

1.B.17 Acceptable Temporary Elevator Operations: Defined as having, at Minimum, of two (2) passenger elevators fully operational with unencumbered user service while troubleshooting and repairs are being performed on the other out-of-service elevators.

1.B.18 Lock Down: Where the institution has stopped all inmate movement due to a present or imminent security threat. Access into and out of the institution may be restricted or suspended until further notice.

2. PLACE OF PERFORMANCE

Federal Detention Center SeaTac

2425 So. 200th Street, SeaTac, Washington.

3. ELEVATOR PROFILES

FDC SeaTac has Five (5) Montgomery Kone Brand Elevators.

3.A Four (4) Passenger Elevators being Cable Traction Actuated with the following parameters:

Car Dimensions: 67”Wide X 104”Deep X 96”Tall

Operational Load Capacity: 5,000Lbs Operational Controlling System: PIXEL integrated hardware and software manufactured by Elevator Controls (EC).

All 4 cars are located within the center of the institution with their primary mechanical and electronic controlling hardware located in the building’s roof “penthouse”, their individual cartops, and within the car themselves.

3.B One (1) being a Hydraulic Actuated Freight Elevator with the following parameters:

Car Dimensions: 96"Wide X 107"Deep X 96"Tall Operational Load Capacity: 8,000Lbs.

Elevator is located on B&C Level and is a front and back accessible car.

Car is electronically controlled and managed though the use of MIPROM integrated hardware and software. All of its mechanical and electronic controlling hardware is located on the same two levels within the institution.

3.C All 5 cars have Elevator Data Cards (GSA form 1231) filled out on them.

Access to all the elevator mechanical rooms are typically managed by the institution’s Electrical Supervisors.

3.D All 5 cars are tied to the institution’s emergency power infrastructure thus usable during domestic power outages and during emergency generator load tests.

4. SERVICE TYPES

Preventive Maintenance (PM)

PM tasks shall be conducted on a routine basis by institution approved contractor Field Mechanics. Assigned FMs shall employ elevator PM procedures which:

4.A.1 Are applicable to the design and operational functions of the institution’s elevator systems, 4.A.2 Aligns with a Washington State recognized Maintenance Control Program (MCP) having applicable industry standards and procedures.

4.A.3 Requires the FM to physically ride and check each elevator car for proper operations to included; Car leveling, door performance, operation of landing call buttons, and when necessary, system overrides and life safety processes.

4.A.4 Requires the FM to conduct typical equipment inspections, and if necessary, replace “consumable parts” as defined in Section 12.

4.A.5 Requires the FM to make minor operational adjustments/corrections that will help maintain the safe and stable operations of all 5 elevators. Such tasks are considered Corrective Maintenance Measures.- See Section 4.B

4.A.6 When applicable, shall clean elevator controlling equipment, car tops, door tracks, elevator pits, areas behind landing thresholds where high traffic or operational environments typically produce miniscule clutter, dirt, and dust build-up, etc.…

All FMs who carry out prescribed maintenance practices shall also be responsible to;

4.A.7 Legibly fill out and/or update all established MCP log sheets and produce continuation MCP log sheets as needed.

4.A.8 “Summary Log” in the institution’s “Elevator Maintenance Performance Logbook” all completed maintenance activities carried out during each service visit and note the total amount of hours employed and/or “banked”- (See Section 1.B.16) and sign it.

4.A.9 At minimum, the contractor shall provide a Quarterly Report of Services that reflects the same dates and tasks documented by the FM in the institution’s Elevator Maintenance Performance Log Book.

Reports shall be sent via email to the institution’s contracting office for review and acceptance. Schedule payment for services rendered will be subject to accounting against the institution’s Performance Log Book.

4.B Corrective Maintenance Measures (CMMs) CMMs shall be corrective maintenance tasks performed by FMs which are "minor" in nature having no serious impact on system functions or personal safety. Such tasks should typically require no more than 15 minutes (.25 man-hours) to complete, or be continued to a point that would still be considered "reasonable" by the FM's assessment, or by his or her supervisor’s advisement. Such tasks commonly result from normal equipment wear and tear and are usually found through a PM process. Replacement of most "consumable parts" shall fall into this category. Assigned FMs shall be expected to identify and carry out such tasks as standard maintenance practices.

4.C Repair Activity (RA) A Repair Activity shall be scheduled corrective repair work to be carried out on elevator equipment which:

4.C.1 Has experienced an operational failure do to “extensive” or “severe” system component compromise.

4.C.2 Has been proven through typical trouble-shooting measures or PM procedures as being continually problematic, or showing evidence of “imminent critical failure”.

4.C.3 Has succumbed to damage due to proven misuse or vandalism.

4.C.4 Has succumbed to damage through the deployment of life safety measures necessary to extract trapped individuals form an elevator car or elevator shaft.

(See Section 6.B.2- 80 hour RA allotment) 4.D RA Adjustments and Continuation of a Repair Activity Initiative 4.D.1 In most circumstances RA scheduled services shall be conducted independent of scheduled PM services. However, for efficiency purposes they may be in-part, or if feasible in whole, be schedule and performed on the same day as a PM service call. Such work however, shall not take the place of completing PM tasks unless such RA tasks should need to be completed first to permit execution of those PM requirements. In such cases "minimal impacting" or "minor" PM tasks may be re-prioritized for completion at a later time.

4.D.2 If the progress of a scheduled repair activity should have a "high probability" of not being completed within the last allocated work hour, the lead FM shall:

a) Suspend the repair progress and assess the situation.

b) Present to his or her escorting staff member and/or the IOA a verbal status of the repair work completed, and what is still needing to be done. If feasible, he or she shall;

c) Present a "Repair Continuation Proposal" having a "best estimated" time to complete the repair.

d) Advise if elevator operations can or cannot continue in an Acceptable Temporary Level of Operation until such repairs can be competed. (See Section 1.B.17 for definition)

4.D.3 In such cases, the lead FM shall immediately consult his or her supervising authority to determine if additional manpower and/or logistics necessary to support the repair continuation process is possible.

If approved by the IOA, the contractor shall continue with repair measures until one of the following conditions has been achieved or has become evident:

e) The elevator system is 100% restored to unencumbered operation.

f) An acceptable temporary level of elevator operation is re-established to the satisfaction of the IOA. Continuation of repair work will then be reassessed and further scheduled as requirements dictate.

g) Repair progress must stop due to lack of necessary materials, hardware, manpower, or other technical shortfalls. Continuation of repair work will then be reassessed and further scheduled as requirements dictate.

4.D.4 In the event an IOA should deem an in-progress repair activity as a "High Priority or Emergency Need" requiring a continued repair response beyond normal working hours, and the necessary repair materials and contractor manpower to do so are available to support the initiative, an evaluation of contract specified labor hours would start with the availability of current contract year allocated RA hours.

If it is found that current year allocated RA hours have already been, or will be exhausted with the execution of the initiative, use of available banked work hours may be applied. (See Sections 1.B.16, & 7.A.2 – 7.B.2 concerning labor time allotments) If all contract labor hour allocations are fully exhausted, The contractor shall assess the remaining work required and produce a Firm Fixed Price Quote for the continuation of the repair response. Payment for the approved extended performance work shall be billed outside of the contract agreement. Labor rates established for the current contract year shall be applied to the continuation initiative quote.

4.D.5 The contractor's continued repair proposal shall be immediately reviewed by the IOA with a decision of action communicated back to the contractor

ASAP.

- If an IOA decision cannot be made before the last allocated work hour is up, the contractor has the discretion to wait for a “reasonable" amount of time to receive the IOA's decision, or proceed to stop work, secure the affected work area, and if necessary place any affected elevator(s) in a safe, out-of-service status and proceed to exit the facility.

- If the IOA decision is to have the repair work suspended until further notice, the lead FM will be directed to stop work, secure the affected work area, and if necessary place the affected elevator(s) in a safe, out-of-service status and proceed to exit the facility.

In either case, at the discretion of the contractor, any work a FM performs beyond the last scheduled repair activity hour may be accounted as chargeable labor time. As noted in 4.D.4, such time charges shall be first deducted from any available contract allocated RA work hours and subsequent unused banked work hours before being billed outside the contract.

4.D.6 If the scope of work for a RA or continuation of an emergency repair activity should be assessed by the contractor as being "extensive", i.e. (requiring 40 man hours or more to complete) the contractor has the discretion to refuse use of available contract allocated labor hours, be it in-part or in-whole under the following condition;

- Doing so would leave no allocated repair activity hours available through the contract to service other pieces of elevator equipment that may be identified as problematic or should suffer an unforeseen failure.

4.D.7 In such cases, the contractor will be required to provide a detailed cost estimate showing all labor and material costs, to include any rental equipment or special tools necessary.

The estimate will be reviewed by the institution's CA for competitive market assurance and delivery approval.

4.D.8 Issuance of any financial compensation for elevator system troubleshooting and/or repair tasks completed by the contractor shall be contingent on investigative results proving the elevator system failure was not due to contractor negligence, i.e. (due to inadequate or improper maintenance practices) (See Section 5.F "Investigation of Elevator System Failure").

4.E Emergency Service (ES) 4.E.1 An ES is defined as an Immediate Emergency Response Need due the following circumstances:

- Operational loss and/or unrecoverable control of three (3) or more passenger elevators.

- System Failure/Operational loss due seismic activity- Earthquake.

- Emergency Response to a Life Safety Incident such as entrapment.

Such incidents will have disabled elevator cars due to system failure and/or tripped fail safes.

4.E.2 Expected dispatch response of an on-call FM to an institution ES shall be 60 minutes or less upon phone contact with the contractor's primary dispatch/after-hours call center.

4.E.3 The dispatched FM shall call the institution as soon as possible and advise of his or her ETA.

4.E.4 Tracking of accountable labor hours used for ES calls shall begin upon the dispatched FM leaving his or her dispatch location and ending when he or she has completed the necessary ES tasks and exits the institution.

4.E.5 Seismic Event Priority Response Being FDC SeaTac is a high-rise correctional facility, a seismic event, i.e. (Earthquake) will drastically impact its operational status and present a multitude of unique life safety situations not normally found in a non-correctional building environments. Risk of serious assault or death to staff and/or inmates who may panic during a seismic event is a realistic conclusion based on historical data.

Upon an earthquake event that should impact FDC SeaTac, elevator seismic safety stops and/or damage related system failures may occur and potentially trap institution staff with inmates in a disabled car. This scenario presents an "Immediate Emergency Response Need".

4.E.6 Contractor shall have FDC SeaTac on a “First Priority Call List” In the event of an earthquake that should impact the greater Tacoma-Seattle area, the contractor shall attempt to contact the institution directly via phone within 10 minutes of the event. If communication is successful, assessment of a "response need" will be discussed with the on duty IOA. If deemed necessary, (a life saving response is needed), the contractor shall attempted to priority dispatch an available FM to the institution as soon as physically possible. A “dispatch status call back” with a FM’s ETA would be expected.

NOTE: Two IOA mobile phone numbers shall be on file for alternate means to communicate if the institution’s primary phone line is not operatable.

4.E.7 If phone communications to the institution and to the IOA alternate phone numbers are not successful, the contractor is to assume that telephonic and text messaging communications has been impacted.

Expected Response- If possible, institution assigned FM will “self dispatch” to the institution asap. Alternately, the contractor will priority dispatch the first available FM to the institution.

5. INVESTIGATION OF ELEVATOR FAILURE

5.A.1 All elevator system failures that result in one or more elevators being disabled will require an investigation as to the cause of that failure.

Investigation procedures will fall under the following two severity conditions:

5.A.2 Minor: being simple in nature, having a quick, minimal or no-cost restoration solution.

Examples include, but are not limited to:

- Activation of elevator controlling software such as car-stop safeguards to include Seismic Disturbance, Leveling Issues, Car Weight Issues, Car or Landing Door issues, Failure of a specific part or component.

- Car shut down due to mechanical motion systems becoming loose or misaligned due to typical use.

Such minor events shall be typically addressed under CMM practices and will not require an extensive investigation process unless requested by the IOA. See Section 4.B.

5.A.3 Major: Being complex in nature, where a system failure has taken one or more elevators out of service and the cause of disruption is made evident by damage to physical hardware, mechanical system failure, software failure, or a combination there of.

5.A.4 Major failure events will require an official investigation.

Finding cause of a major elevator system failure shall be carried out under a collaborated investigative process involving the Contractor, the Institution’s Contracting Supervisor, and the assigned COR.

5.A.5 Being the contractor is considered the “elevator systems subject matter expert”, the contractor shall be permitted to conduct the initial investigation to determine failure cause.

5.A.6 The contractor will be allocated a total of two (2) 8 hour business days to:

a) Successfully troubleshoot and identify the cause of the failure.

b) Provide the IOA with a proposed repair estimate to do so.

Contract allocated RA work hours will be used for this investigative process.

5.A.7 Results of the investigation will be reviewed by the IOA. If evidence of the system failure identified contractor negligence, i.e.(failure caused by inadequate or improper maintenance practices) the contractor shall restore those used RA work hours for the investigative process and absorb all costs associated with making the necessary repairs to bring the elevator system back to 100% operation.

5.A.8 If evidence of the system failure indemnifies anything other than contractor negligence, i.e. (operator misuse, vandalism, manufacturer defect of system components/parts, or system weaknesses/flaws), the contractor will have the discretion to bill the institution for all necessary repair work to bring the elevator system back to 100% operation. Use of available contract allocated RA work hours would be applied in this situation. Necessary repair parts/materials not on hand would be purchased outside of the contract agreement.

5.B Conditions for Use of an Independent Investigative Authority 5.B.1 In the event the contractor cannot successfully troubleshoot and identify an elevator system failure and provide the IOA with a restoration solution within the allocated 2 business days, the IOA has the discretion to seek out and employ an Independent Elevator Systems Technical Expert, also referred to as an Elevator Inspector, to conduct a separate, unbiased investigation of the incident and provide a restoration solution.

5.B.2 If the primary contractor’s initial investigation summary is reviewed by the OIA and is deemed “inconclusive” or presents contradictory or inaccurate information, the IOA has the discretion to seek out and employ an Independent Elevator Systems Technical Expert/Inspector to conduct a separate, unbiased investigation of the incident and provide a restoration solution.

5.B.3 The independent investigation authority selected by the IOA shall be at minimum, a vetted, elevator inspector that is Washington State accredited, having applicable elevator manufacturer systems an/or equipment certifications or endorsements which validates his or her knowledge and experience as an Elevator Systems Technical Expert and/or Inspector.

5.C Financial Burden of Investigation Outcome 5.C.1 If the independent investigation should conclude that an elevator failure incident was caused by contractor negligence, i.e.(due to lack of, or improper maintenance practices), all costs associated with the employment of the investigative authority and all repair costs associated with the restoration process to bring the elevator system back to 100% operation shall be absorbed and paid for by the contractor.

5.C.2 If an independent investigation should find the elevator system failure was caused by anything other than contractor negligence, i.e. (operator misuse, vandalism, manufacturer defects of system component/parts, or system weaknesses/flaws), all costs associated with the employment of the investigative authority and all repair costs associated with the restoration process to bring the elevator system back to 100% operation shall be absorbed and paid for by the institution. Use of available RA allocated work labor hours will be assessed for use in the situation.

5.C.3 Purchases for replacement parts not found on the contractor provided “Parts on Hand” list shall be subject to exclusive vendor discount pricing, or at minimum be at wholesale price points with no contractor profit mark ups.

Costs for any shipping and handling of such items may be billable at the discretion of the contractor. The contractor however, shall make every effort to save the Federal Government money in such cases.

6. SERVICE SCHEDULES

6.A Preventive Maintenance Services 6.A.1 Scheduled PM services shall be typically performed once a month between the hours of 6:30AM and 3:30PM on either a Tuesday, Wednesday, or Thursday in the 3rd week of each month for a total of 12 services rendered per contract year.

6.A.2 PM services shall be no less than one (1) hour in duration, and up to seven

(7) hours depending on the PM task requirements call for by the MCP.

6.A.3 If the contractor should need to change a scheduled PM service date or time, the contractor must contact the institution’s Facilities Department within 2 hours of the normally scheduled service and advise of the need to re-schedule to a new agreed upon date and time.

6.A.4 Schedule services shall not fall on the following Federal Holidays:

New Years Day Juneteenth Veteran’s Day

Martin Luther King Day 4th of July Thanksgiving Day President’s Day Labor Day Christmas Day Memorial Day Columbus Day

6.B Repair Activity and Emergency Services The contractor shall make institution RA’s and ES’s a manpower priority. IOA acceptance for rescheduling RA’s and ES’s by the contractor will be based on the institution’s ability to sustain a temporary level of safe elevator operations.

7. LABOR TIME ALLOCATIONS

7.A.1 Estimated labor time allocations are based on FDC SeaTac’s elevator maintenance history and adoption of Washington State’s MCP standards.

A yearly allotment of 160 contract maintenance hours is required.

80 labor hours assigned to PM services 80 labor hours allocated for RA/ES services.

As this is a multi-year contract, and for as long as the contract is in affect, the yearly allotment of 160 labor hours shall be reset upon execution of the next contract option year.

As noted in Section 1.B.16, Any accumulated banked labor hours at the end of each contract option year shall be rolled forward into the next executed contract option year. Any remaining banked labor hours at the end of the last executed contract option year will be forfeited to the benefit of the contractor.

7.A.2 PM service calls shall be on a typical 12 month performance cycle, i.e. (one per month). Each service call shall have at minimum, one (1) Lead Journeyman Level Field Mechanic.

7.A.3 Being it is not uncommon for elevator companies to employ union manpower.

Some union labor practices calls for employers to dispatch an elevator work crew having no less than two (2) FMs. One being a Journeyman Level Lead, and the other being at minimum an Apprentice.

7.A.4 The following labor time computations are therefore based on a work crew assignment of two (2) contractor provided FMs.

12 monthly PM service calls with performance carried out on five (5) institution elevators:

9 service calls will average 2 hours of site performance.

Thus 9 service calls X 4 hours (2 per mechanic) = 36 combined labor hours.

2 service calls will average 4 hours of site performance.

Thus 2 service calls X 8 hours (4 per mechanic) = 16 combined labor hours.

1 service call will average 7 hours of site performance (Annual Elev. Insp.)

Thus 1 service call X 14 hours (7 per mechanic) = 14 combined labor hours.

TOTAL ESTIMATED SCHEDULED PM SERVICE HOURS = 66

7.A.5 14 additional PM labor hours is added to the 66 scheduled service hours to serve as a contingency allotment and/or to cover additional labor hours needs for completing the 3 year and 5 year elevator inspection/testing procedures on those option years when they are due.

Thus, 80 PM labor hours are assigned to each contract year.

7.B FDC SeaTac’s elevator repair history supports a conservative allotment of

80 RA/ES labor hours per contract option year.

These labor hours can be scheduled and used by the contractor FM’s to make any necessary elevator repairs that may fall out of the scope of typical PM measures. If needed, banked PM hours may be reassigned and used as RA/ES labor hours. (See Section 1.B.16)

7.C Based on ALL labor time allocations noted, contract pricing shall be based on a yearly total of 160 hours of prevailing wage Elevator Mechanic labor.

7.D Computation table for a 5Yr Firm Fixed Performance Based service contract.

Base Year + 1 Option Year.

With each executed contract option year, contractor receives a compounding percentage increase over the base year’s contract price.

FORMULA: A= Allocated labor hours for 1 contract year. A(B)=C B= *EMHW (2 Field Mechanics- Service Crew) 12 C= Base Year Contract Price X= Increase percentage to be added to base year contract price. w/Option Yr C(X)+C=Y Y= Total option year contract price. 12

*EMHW: Elevator Mechanic Hourly Wage- Shall be based on Washington State Employment Security Dept.- 2023 Occupational Employment & Wage Estimates. This publication excludes employee incentives such as stock options, retirement pension, and healthcare benefits. A 30% increase above the applicable percentile wage identified in the publication shall be permitted as an estimated cash value for such employ benefits.

Additional cost factors permitted:

Typical contractor profit margin of 10% Estimated compensation percentage added to C for fulfilling “Unique Contract Requirements” as outlined in this PWS.

The EMHW is subject to periodic updates. However, being this is a Firm Fixed Price contract, annual adjustments of this variable will not be permitted for the duration of this contract.

Base Year 160 Hrs X = $ / 12Mos.= $

A B C PER MONTH

Option Yr 1 with X% Increase over base year cost.

$ X . %= $ + $ = $ / 12Mos.= $

C X C Y PER MONTH

8. SERVICE DISRUPTIONS

8.A.1 PM service calls may be altered or “cut-short” by the contractor if in the event the assigned FM(s) is required to respond to an emergency service call at another location.

8.A.2 If during a repair service call the assigned FM(s) should need to leave the institution and elevator operations are not, at minimum, at a level of IOA acceptance, the lead FM and IOA will contact the FM’s supervising authority and advise that a “replacement” FM is required to be dispatched to the institution as soon as possible to complete the necessary repair activity, or at minimum, bring elevator operations back to an acceptable temporary level of safe operation until the repair work can be completed..

8.A.3 In such a scenario, the dispatching and travel time of a replacement FM from his or her point of dispatch origin to the institution shall not be billed.

The replacement FM's labor time will start upon access into the institution.

8.B Securing of a FM's work site is the primary responsibility of the assigned FM(s). However, if in the event an active security threat or incident, The FM's escorting staff member will assist in the task to best expedite the process. This may also include placing any affected elevator cars in an "Out-Of-Service" status by electrically de-energizing them at their primary circuit breaker.

Depending on the gravity of the situation or incident, the assigned FM's will either ; a) Be escorted and detained in a secure location within the institution until the security issue is resolved, at which point they will be permitted to either resume work, or b) Allowed to exit the institution.

NOTE: Contractor detainment time in such cases shall be accountable documented FM labor hours worked.

8.C If an assigned FM should sustain a serious injury while performing his or her job duties on institution property, depending on the severity of the injury, Institution medical staff may be utilized to perform "injury stabilization" procedures or basic life-saving measures until the FM is able to depart the institution to seek further medical attention.

8.D Due to institutional security protocols, scheduled elevator service calls may be cancelled at a moment's notice with little or no time to call the contractor's dispatch center, or the assigned FMs directly, to advise of the situation. Dispatched FMs may be turned away or asked to wait until institution access can be granted.

In such rare cases where the FMs should have to be turned away, the contractor will not be penalized for “services not rendered”.

At the contractor’s discretion, her or she may be permitted to:

a) Deduct available RA/ES hours to cover the FMs trip travel time or

b) Issue an “trip bill” reflecting the cost incurred for FM travel time.

Payment for such would be issued outside of the contract.

Re-scheduling of the canceled maintenance service to a new date and time will be required, thus scheduled labor hours initially assigned to the canceled service shall not be forfeited.

8.E In the event a scheduled service should need to be altered or postponed by the contactor due to sudden or unforeseen circumstances such as Inclement Weather, Traffic Complications, Vehicle Break Down, Street Closures, etc..., the Contactor shall be required to contact the institution upon being made knowledgeable of the service adversity and communicate the reason for the service disruption. The contractor will be required to re-schedule the service to a mutually agreed upon date and time.

8.F In the event the awarded contractor should have an internal manpower disruption or labor conflict where the assigned FM(s) for FDC SeaTac are no longer “dispatchable”, i.e.(Mechanic is no longer employed or is unable to perform work at FDC), the contractor is to notify the institution Contract Administrator ASAP to discuss alternatives for continued contract performance.

If the awarded contractor should be subjected to a union labor strike and the assigned FM(s) to FDC SeaTac are striking participants, thus unable to fulfill contracted services, the awarded contractor shall contact the institution’s Contract Administrator as soon as possible and advise of the situation.

In either situation, the IOA has the discretion to work with the contractor to keep the contract in an active status. This may result in adjustments to monthly payments, Banking of unused labor hours, and/or if necessary employing a Contract Modification. Only as a last measure, and if in the best interest of the Federal Government, shall the contact be terminated with no penalties imposed on the contractor.

Likewise, if the awarded contractor should determine that an unresolved internal labor disruption will impact its ability to fulfill its contractual agreement with FDC SeaTac, the contractor shall be permitted to submit a Request for Contract Termination no less than 15 business days prior to the next scheduled maintenance service date to avoid po t e nt i al liquidated damages and/or legal recourse for defaulting on a Government contract.

If the awarded contractor should neglect to contact and advise the institution CA of such impacting labor disruptions where the assigned FMs for FDC SeaTac can not, or will no longer be available to preform contracted scheduled maintenance services, to include “no-shows” with no contractor follow-up explanations, the contractor shall be subject to liquidated damages and/or legal recourse as this would be interpreted as a default of a government contract.

Upon prompt communication and resolution of the contractor’s service disruption, resumption of contracted services by the contractor shall recommence.

At the discretion of the Institution’s CA, those contracted labor hours not used due to a service disruption shall either be banked for used at a later time, or if necessary, be removed through a Contract Modification.

9. INSPECITONS

9.A Annual Elevator Inspection 9.A.1 FDC Seatac's Annual Elevator Inspection will be witnessed by an independent Washington State recognized Elevator Inspector.

This person will be contracted by the institution to participate as a certified witness of the inspection and testing procedures carried out by the assigned elevator FMs.

9.A.2 Under this contract agreement the elevator contractor will provide the necessary manpower and tools necessary to facilitate the called for testing and inspection procedures.

9.A.3 FDC SeaTac's is required to have its Annual Elevator Inspection completed with a 12 to 14 month window to its previous year's inspection.

9.B 3 Year and 5 Year Elevator Inspection 9.B.1 FDC SeaTac's 3 year elevator Inspection (Hydo-Freight Elevator) and 5 year elevator inspection (Weight Test) shall be included in this contract.

9.B.2 When due, the 3 year and 5 year inspection and testing steps shall be completed in conjunction with the typical Annual elevator inspection steps.

Contractor scheduling of the elevator inspections shall be collaborated with the institution’s selected elevator inspector.

9.C Inspection Corrective Actions All deficiencies or advisements the Elevator Inspector should identify shall be reviewed with the contractor for corrective actions.

9.C.1 Any identified deficiencies that are found to be a result of contractor negligence, i.e.(inadequate or improper maintenance practices), shall be corrected by the elevator contractor as soon as possible at no additional cost to the institution, nor shall contract allocated labor hours be used for completion of the corrective actions. In addition, the contractor will absorb any costs for re-inspection of corrected deficiencies if required by the inspector.

9.C.2 Deficiencies that are identified as due to normal wear and tear or anything other than contractor negligence, shall be corrected by the elevator contractor and assessed for appropriate billing, i.e.

(covered under contract service parameters or pursued partially, or in whole, outside of contract specifications).

10. CONTRACTOR WORK REQUIREMENTS AND RESPONSIBILITIES

10.A Awarded Contractor must:

- Be registered and active in the Federal Government's System of Award Management (SAM) per Federal Acquisition Regulation (FAR) Part 52.204-7

- Be Washington State Business Licensed,

- Be adequately Bonded and Insured,

- Deploy to FDC SeaTac only "Trade Competent Field Technicians",

- Adhere and comply with use of typical Washington State Elevator

MCP Standards.

10.B Being this contract award is for a multi-year commitment, all contractor

FMs assigned to work at FDC SeaTac shall be required to wear an Institution Access Security Badge while in the building.

10.B.1 Establishing security badges for assigned FMs requires those individuals to willingly submit to an "Expanded Background Investigation" (EBI) once they are initially vetted through the BOP's preliminary Criminal History Check (CHC).

10.B.2 The CHC is a 1 page consent form authorizing the release of an individual's documented criminal history to a FBOP representative.

Information retrieved through this process is primarily used to determine an individual's potential criminal threat to the US

Government, to the FBOP, or to the institution's staff or inmate population.

NOTE: If a contractor selected FM should not clear a CHC, the contractor would be expected to provide another viable candidate. By law, the reason as to why an individual is not approved for institution access or BOP employment due to CHC findings cannot be divulged to his or her employer. This does not necessarily mean this person is an active wanted criminal or that he or she is a threat to his or her employer. It typically means this person had a past incident that somehow conflicts with the FBOP's current access security policies.

10.B.3 Being the awarded contractor is being "hired" by the DOJ to perform a contract agreement within a federal prison, the EBI is essentially an individual administrative "hiring package" similar to that which is administered to all new FBOP employees. Its extensive vetting process is designed to find conflicts of interest that would prevent a person from working in a federal inmate environment.

10.B.4 The EBI package is comprised of various documents which calls for details concerning one's Individual Work History, Education, Proof of Residency/Citizenship, and who on a personal and professional level can validate who you are.

Redundancy of form information is expected and is a formality due to the multiple reviewing DOJ entities that are involved.

In addition, every candidate will also be required to attend an on-site hiring training class that covers the following topics:

- Institution Security for Contractors

- Standards of Employee Conduct

- Workplace Violence Prevention

- Sexually Abusive Behavior Prevention and Intervention Program"

10.B.5 The EBl's administrative process does require collaboration with other DOJ entities. In doing so, the sponsoring agency, i.e. (FDC SeaTac) will be required to internally pay those entities for the their processing and investigation services at an estimated cost of $2,500.00 per person. A cost of business that is neither passed on to the awarded contractor or recoverable once the process is started. It is therefore important the awarded contractor understands this financial burden does carry with it an expectation to exercise a measure of fiscal prudence. Selection of assigned FMs for this contract agreement should be based on the contractor's ability to provide an "institution dedicated" work crew comprised of no less than 1 Journeyman level mechanic and 1 Apprentice for the duration of the contract. An alternate or backup FM may be deployed by the contractor in lieu of a badged FM in the event of a short term incidental situation, i.e. (coverage for vacations, sickness, or other...)

In such cases, the alternate is to be vetted for institution access via the CHC process prior to entering the building. At no time shall two alternate Apprentices be permitted to conduct work on institution elevators systems.

10.C Awarded service contractor will be responsible for providing all equipment and tools necessary to properly carry out prescribed elevator maintenance and inspection tasks.

10.D All contractor assigned, background cleared, FMs who will perform maintenance services within the institution must be prepared to present a valid form of personal identification, i.e. (current U.S. Driver's License or U.S. issued passport) to be permitted to enter the institution.

Failure to do will result in refusal of institution access.

10.E Elevator maintenance tasks shall be carried out in such a way as to cause minimal interference to the normal operations of the institution.

All contractor assigned FMs shall comply with all institution regulations regarding safety and security.

10.F If a contractor FM is on FDC SeaTac property and is suspected of engaging in, or is caught in the act of committing a crime, as a Federal Law Enforcement Entity, FDC SeaTac's on-duty personnel have the authority to detain the individual in question until appropriate law enforcement authorities arrive and assume responsibility of detainment and/or arrest. If applicable, the individual's vehicle in which he or she has brought onto institution property shall also be subject to search and impoundment.

10.G While on institution property the IOA has the authority to stop a FM's course of action at any time, and if necessary have him or her permanently escorted off institution property if he or she should be found intoxicated, incompetent, careless, insubordinate, or in essence unprofessional in the delivery of contracted services and who's continued assignment to work at the institution would be deemed a conflict with the security of the institution.

11. CONSUMABLE PART AND MATERIALS

It is an industry accepted fact that much of today's elevator hardware parts and related materials are not manufactured in the U.S.. Use of poor quality made materials makes them susceptible to frequent failure and the need for replacement.

11.A As a maintenance efficiency measure, FDC SeaTac maintains an on-site inventory of replacement elevator parts and materials for immediate use when necessary. Such items are considered "consumable" in nature and have been identified as such by the following sources;

- Elevator historical performance data

- Equipment or performance related technical advisements by the elevator manufacturer Montgomery Kone or other relevant elevator manufacturers.

- Advisements by past elevator maintenance service providers.

11.B Upon contract award, the contractor will utilize the first scheduled service call to:

a) Review the documented PM history of each institution elevator.

b) Conduct an elevator parts and materials inventory to determine what is on the shelf "stock-on-hand".

c) Determine what is still valid usable parts and materials for use with the current elevator systems and supporting equipment.

e) Determine what parts and materials should be ordered as "stock-on-hand" to support efficiency in carrying out preventive and minor corrective maintenance measures thus minimizing elevator operational disruptions. Such items shall be, at minimum, a reflection of known advisements or recommendations by the elevator hardware and software manufacturers of which FDC SeaTac's elevator systems are comprised of.

f) All parts and materials shall be purchased by the institution either directly through the contactor at his or her retail discount price points, or from an elevator manufacturer's authorized parts dealer.

11.C Upon the contractor's complete examination of FDC SeaTac's elevator systems and inventory, the contactor may advise in writing as to any other parts or materials that would be considered "repair or contingency ready" to have as maintained stock-on-hand. The purchase and maintaining of such specific parts and materials shall be reviewed by the IOA and may be negotiated for procurement outside this contract agreement.

11.D Procurement of elevator replacement parts or components that are categorized as:

a) proprietary or "Custom Made",

b)…