PWS Tinker Base Operations Support Service T-BOSS 26 NOV 2024.pdf

CIVIL ENGINEERING

SERVICES

TINKER BASE OPERATIONS

SUPPORT SERVICE

TINKER AIR FORCE BASE, OK

Prepared by:

72d Civil Engineer Directorate

72 ABW/CEO

7535 5th St, Ste 101

Tinker Air Force Base, OK 73145-9010

8 November 2024

PREFACE

CIVIL ENGINEERING SERVICES

TINKER BASE OPERATIONS SUPPORT SERVICE

PERFORMANCE WORK STATEMENT

72d AIR BASE WING

TINKER AIR FORCE BASE, OKLAHOMA

Base Profile and Mission

Tinker Air Force Base (TAFB) is centrally located in Oklahoma about 5 miles from downtown Oklahoma City in southeast Oklahoma County. It occupies 5,904 acres and is generally bounded on its north perimeter by I-40. Since the early 1940s, the base has been an important part of the state with a current annual economic impact of more than $4.5 billion.

TAFB’s primary mission is to manage, store, and maintain components, end items, and major weapon systems assigned to the Oklahoma City Air Logistics Center (OC-ALC), which is one of three Air Force Sustainment Center (AFSC) depot level maintenance facilities in the Air Force.

The AFSC is headquartered at TAFB in the nearly mile-long building 3001.

The 72d Air Base Wing (72 ABW) is the host unit at TAFB. Their primary mission is to provide responsive installation and support services to HQ AFSC and 45 associate units assigned to six major commands—all of which comprise TEAM TINKER.

TAFB is home to three major flying wings to include the largest flying wing in Air Combat Command, the 552d Air Control Wing. The Navy’s Strategic Communications Wing ONE with more than 1,300 sailors, civilians, and contractors also headquartered on TAFB. Finally, the Air Force Reserve Command’s 507th Air Refueling Wing with 1,500 members.

Other major associate units on TAFB include the 38th Cyberspace Engineering Installation Group, responsible for planning, engineering, installing, removing and relocating communications and information systems worldwide for the Air Force. The Defense Logistics Agency, Defense Distribution Center Oklahoma City, Oklahoma, provides TEAM TINKER with 24-hour distribution support in more than 3.1 million square feet of space.

The 72d Civil Engineer Directorate (CE) enhances TAFB’s mission capability by providing world class, efficient and effective support to sustain, restore, modernize, and protect TAFB’s facilities, infrastructure, and environment. CE and other Wing organizations support over 31,000 military, civilian, and contractor personnel. There are over 20.2 million square feet in 1,151 facilities on

TAFB.

Our objectives for this service contract reflect the above mission statement. Specifically, the provider shall:

• Maintain and repair TAFB’s facilities and infrastructure, both built and natural, to ensure the delivery of war-winning expeditionary capabilities to the war fighter.

• Effectively run physical plant operations and deliver high quality services.

• Continue to modernize the installation so that facilities and services are available to carry out assigned missions on-time and within budget.

• Continuously improve services and capabilities to meet our mission and achieve our vision.

• Encourage energy conservation and the efficient use of personnel and materials.

Ultimately, the Base Civil Engineering Government and Contractor team is responsible for proper stewardship and management of TAFB’s valuable resources and compliance with applicable laws, directives, and regulatory requirements. TAFB’s family housing, potable water, sanitary sewer system and primary electrical distribution systems have privatized; therefore, the Service Provider (SP) is responsible for coordinating work requirements with the various privatization contractors.

The Performance Work Statement (PWS) which follows provides specific requirements.

Table of Contents

1. OPERATIONS MANAGEMENT

1.1. Description of Services

1.2. General Requirements

1.3. Imperatives

1.3.1. Overall

1.3.2. Operations Management

1.3.3. Operations Engineering

1.3.4. Operations and Maintenance

1.4. Levels of Service (LoS)

1.5. Minimum Team Complement

2. REQUIREMENTS & OPTIMIZATION (R&O). (FO: CLIN X0003)

2.1. Demand Maintenance / Customer Service. (FO: CLIN X0003)

2.2. Corrective Maintenance Work Task Requirements. (FSRM: CLIN X0001)

2.3. Priority 2A. Plant Operations (Boilers, Chilled Water, Industrial Wastewater Treatment Plant) and Preventive Maintenance (PM). (FO: CLIN X0003)

2.4. Scheduled Corrective Maintenance – Priority 3. (FSRM: CLIN X0001)

2.5. Facility Operations Facility Projects (FOFPs). (FO: CLIN X0003)

2.6. Enhancement 4A/4B. (FO/FSRM Funds: CLINs X0001, X0003)

2.7. Preventive Maintenance (PM). (FSRM: CLIN X0001)

2.8. Work Request Work Group / Work Request Review Board. (FO: CLIN X0003)

3. OPERATIONS ENGINEERING SUPPORT. (FO: CLIN X0003)

3.1. In-House Maintenance & Repair Capability/Planning. (FO: CLIN X0003)

3.2. Building Automation Energy Analysis. (FO: CLIN X0003)

3.3. Material Control. (FO: CLIN X0003)

3.4. U-Fix-It Program Management. (FO: CLIN X0003)

3.5. Ancillary Programs. (FO: CLIN X0003)

3.6. Warranty Management. (FO: CLIN X0003)

3.7. Predictability Based Maintenance (PdM) Program. (CSAG: CLIN X0007)

4. OPERATIONS AND MAINTENANCE

4.1. Heavy Repair. (FSRM: CLIN X0001)

4.2. Infrastructure Systems

5. FACILITY SYSTEMS

5.1. Facility System. (FSRM: CLIN X0001)

5.2. Industrial Control Systems (ICS). (FSRM: CLIN X0001)

5.3. Fire Alarms. (FSRM: CLIN X0001)

5.4. Electrical Systems. (FSRM: CLIN X0001)

5.5. Power Production. (FSRM: CLIN X0001)

5.6. Entry Gate (Vehicle) Denial Barriers. (FSRM: CLIN X0001)

5.7. Fire Suppression Pumps. (FSRM: CLIN X0001)

6. CONTRACT PERFORMANCE STANDARDS

6.1. Services Summary Table:

6.2. Government Surveilance

7. RELATED PUBLICATIONS

EXHIBIT A – DATA REQUIREMENTS

APPENDIX A – CONTRACTOR SERVICES:

1. CONSEQUENCES OF FAILURE TO PERFORM REQUIRED SERVICES

2. RESOURCE MANAGEMENT

2.1. Information Management

2.1.1. Data Management

2.1.2. Records Management

2.1.3. Freedom of Information Act (FOIA) Program

2.2. Automatic Data Processing Equipment (ADPE)

3. ADMINSTRATIVE ACTIVITIES

3.1. Service Provider Meetings

3.1.1. Agendas

3.1.2. Meeting Minutes

3.2. Other Meetings

3.3. Government Queries

3.4. Suspense Tracking

3.5. Administrative Correspondence

3.6. Foreign Object Damage (FOD) Prevention Plan

3.7. Facility Manager

3.8. Key Personnel

3.9. Security Requirements

3.10. Civil Engineer Emergency and Force Protection Response

3.11. Administrative Supplies

3.12. Environmental Management Responsibilities

3.12.1. Notification Requirements

3.12.2. Environmental, Safety, and Regulatory Inspections

3.12.3. Environmental Controls

3.12.4. Fire Ant Compliance

3.12.5. Texas Horned Lizards

3.13. Permit Requirements

3.14. Debris Removal

3.15. Oversight Support

3.16. Reserve and Guard Component Augmentation

3.17. Coordination with Other Government Agencies

3.18. Coordination with Other Maintenance Providers (OMP)

4. SP EMPLOYEES

4.1. Vehicle Operations

4.2. Airfield Vehicle Operations

4.3. Employee Requirements

4.4. Secret Security Clearance

4.5. Employee Training

5. CONTRACTOR QUALITY CONTROL MANAGEMENT

5.1. Quality Control Program

5.2. Independent Inspection

5.3. Quality Control Plan

6. SAFETY PROGRAM MANAGEMENT

6.1. OSHA Compliance

6.2. Safety and Health Plan

6.3. Asbestos Operating Plan (AOP)

7. CONTRACT INITIATION AND CLOSE-OUT REQUIREMENTS:

7.1. Transition-In

7.2. Transition-Out

8. PROPERTY CONTROL

8.1. Property Control System (PCS)

8.2. Base Equipment Supply Custodians

8.3. Physical Inventory

8.3.1. Phase-In Joint Inventory

8.3.2. Joint Inventory

8.3.3. Phase-Out Joint Inventory

8.4. Inventory Lists Including Disposed GFP

8.5. Loss, Damage, or Destruction (LDD)

8.6. Plant Clearance

9. Information

9.1. Forms and Publications

9.2. Directives

9.3. Hours of Operation

9.3.1. Normal Duty Hours

9.3.2. After-Duty Hours

9.3.3. 24-Hour Operations

9.3.4. Federal Holidays and Commander Designated Shutdown Days

9.4. Physical Security

9.4.1. Key Control

9.5. Fire Prevention and Protection

9.6. Emergency Procedures

9.7. Conservation of Utilities

9.8. Delivery Information

9.8.1. Commercial Vehicle Entry Gate

APPENDIX B – GOVERNMENT SERVICES

APPENDIX C

C.1. ACRONYMS AND ABBREVIATIONS

C.2. HISTORICAL DATA

C.3. ENVIRONMENTAL REQUIREMENTS

C.4. MAPS AND FACILITY DRAWINGS

C.5. SPECIAL PURPOSE FLEET PHOTOS

C.6 LIST OF STANDARD OPERATING PROCEDURES

C.7 MINIMUM TEAM COMPLIMENT

9.8.2. Deliveries to Building 3001

9.9. Organizational Conflict of Interest. 25

Table of Contents

1. GOVERNMENT FURNISHED PROPERTY AND SERVICES

2. GOVERNMENT FURNISHED PROPERTY (GFP)

2.1. RP Furnished As Is

2.2. Government Furnished Plant Equipment (GFP)

2.3. GFP Base Supply Items (R14, EAID, CA/CRL Account)

3. GOVERNMENT FURNISHED SERVICES:

3.1. Security Forces

3.2. Fire and Emergency Services

3.3. Emergency Medical Service

3.4. Utilities

3.5. Postal

3.6. Telephone

3.7. Custodial Services

3.8. Refuse Collection

3.9. Insect And Rodent Control

3.10. Grounds Maintenance

3.11. RP Maintenance

3.12. On-Base Transportation

3.13. Local Area Network (LAN)

3.14. Base Supply Equipment Custodian Training

3.15. Base Support

1. OPERATIONS MANAGEMENT.

1.1. Description of Services. The service provider (SP) shall effectively and efficiently operate, maintain, and repair Air Force real property (RP) and Real Property Installed Equipment (RPIE) through employment of asset management principles at Tinker Air Force Base (TAFB) and off-base locations supported by TAFB. This is accomplished by providing execution, management, and oversight of facility and infrastructure operations, maintenance and repair, materiel control, work planning, and customer service. Also includes capability to respond to and mitigate any infrastructure-related emergency conditions and contingency operations when necessary. For the purposes of this PWS, service provider means the Awardee Contractor and all of its employees and subcontractor personnel.

This requirement has been determined to be mission essential and does require support during a crisis as defined in DFARS 252.237-7023.

The functional organization chart is designed to provide a reference to how the Air Force Civil Engineer (CE) community organizes and labels both trade crafts as well as overall operations maintenance management. This PWS will make use of this convention in order to provide consistency with all other published guidance and training for civil engineers. The service provider (SP) is not required to organize their staff in this manner. The SP is required to follow standard maintenance work record keeping using trade focused ‘shop’ assignments using standard workgroup conventions used in 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. General Requirements. Service Provider (SP) shall:

1.2.1. Provide all management, labor, tools, vehicles, equipment, fuel, services, and training required to fulfill all life-cycle operations and maintenance of facilities, non-privatized infrastructure, real property (RP), real property installed equipment (RPIE), real property similar equipment (RPSE), equipment authorization inventory data (EAID) equipment, and geographically separated properties to support the local missions. Comply with all applicable and most current Occupational Health and Safety Administration (OSHA), Environmental Protection Agency (EPA), National Fire Protection Association (NFPA), International Building Code, International Plumbing Code (IPC), Unified Facilities Criteria (UFC), Department of Defense (DoD), AF, federal, state and local codes and requirements, and environmental regulations as well as higher headquarters standards and instructions.

When weather is expected to be below freezing, SP shall ensure that all operational and standby equipment, piping, plumbing fixtures, dampers, chemical storage tanks and contents, and indoor chemical storage areas and contents are protected from freeze damage.

Government Property (GP) is all property owned or leased by the government. GP is incidental to the place of performance, when the contract requires contractor personnel to be located on a government site or installation, and when the property used by the contractor within the location remains accountable to the government. Items considered to be incidental to the place of performance include, for example, office space, telephones, chairs, computers, and fax machines.

GP does not include intellectual property and software. The contractor will be provided with GP for the duration of this contract and only as needed for the performance of this contract. GP is being furnished on an “As Is” basis. The contractor shall be required to sign for the GP as required and requested by the contracting officer (CO) / contracting officer representative (COR).

The contractor is accountable for this GP and also responsible for its DRMO disposition.

The contractor has the option but not required to obtain passenger and vehicles/equipment required under this contract through GSA Vehicle Lease Program. Electric and/or hybrid vehicles shall be utilized wherever charging stations are available (16 charging stations available at B414).

The contractor shall manage GSA fuel card use IAW local policy. The contractor shall coordinate and pickup new or replacement GSA vehicles.

Note: Government furnished property (GFP), Appendix D.5, is provided for the purpose of reducing contract costs incurred by the Government. GFP does not relieve the SP of the requirement to provide tools, equipment, and vehicles. The SP is responsible for all costs associated with using GFP, including fuel and maintenance.

1.2.2. Populate, maintain, update, generate, and manage data and reports from current and government designated replacement database system(s), including but not limited to Next Generation Information Technology (NEXGEN-IT), Air Program Information Management System (APIMS), Storage Tank Accounting and Reporting (STAR), EESOH-MIS, Enterprise Military Housing (eMH), Management Internal Control Toolset (MICT), Air Force Equipment Management System (AFEMS), Standard Base Supply System (SBSS), and Electronic Records Management System (ERMS), and applicable sustainment management systems ensuring data is complete and accurately updated. Provide information updates to GeoBase.

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 CE representatives.

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. Complete all applicable MICT checklists assigned by the Government and submit for Government validation in accordance with (IAW) the Commanders Inspection Program.

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 and 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, taking into account 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 IAW commercial practices and continuously evaluate practices to improve their effectiveness.

1.2.11. Provide priority service to assets designated as critical by the Government.

1.2.12. Ensure and document proper coordination of all maintenance and alterations on facilities 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.

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 Controlled Unclassified Information and Privacy Act information are properly marked and protected from unauthorized access, disclosure, or manipulation IAW DoDI

5200.48_DAFI 16-1403, Controlled Unclassified Information (CUI). Implement appropriate Operations Security (OPSEC), IAW AFI 10-701, Operations Security (OPSEC).

1.2.19. Participate in and support government provided assessments, for example, Civil Engineer Maintenance Inspection and Repair Team (CEMIRT), Functional Configuration Audit, Asset Visibility Team, Energy Audits, Airfield Pavement Evaluation and related support requirements.

1.2.20. Participate in and support Base exercises when required.

1.2.21. Provide continuous emergency support 24-hours-per-day, 7-days-per-week, 365 days-per-year (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 as directed by Base Civil Engineer (BCE). Document and track all damages in a Damage Assessment Tool database/spreadsheet.

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

1.3. Imperatives.

1.3.1. Overall. SP shall:

• Respond to emergencies and mitigate (refer to para 2.2.2.).

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

• Maintain assets at current condition, if rated deficiency free, or improve condition and performance over Period of Performance, if not rated deficiency free.

• Provide input and recommendations to life cycle management planning feeding activity management (AMP, sub-AMP) optimizing maintenance investment of in-house (Contractor) vs third party contracted (Capital Project) actions (see para 2.8).

• 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 IT system.

1.3.2. Operations Management.

• Manage and perform all demand maintenance activities and functions related to operations maintenance and repair of RPIE, RPSE and EAID IAW para 2.1 of this document.

• Utilize government standardized asset data collection and Sustainment Management Systems/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, work task planning, systems engineering, material control, vehicle management, U-Fix It Program, and associated tasks IAW para 3 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 significant 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 para 4.1 of this document.

1.3.4.2. Infrastructure Systems.

• Employ Asset Management Principles to provide Infrastructure Systems functions associated with Entomology, HVAC, Water and Fuels Systems, industrial wastewater and treatment systems, and Energy Management Control System activities as directed in para 4.2 of this document.

1.3.4.3. Facility Systems.

• Employ Asset Management Principles to provide Facility Systems functions associated with Alarms, Electrical (interior/exterior), Power Production, and Airfield Lighting System activities as directed in para 4.3 of this document.

1.4. Levels of Service (LoS). The LoS funded by Government will establish the workload effort for a given contract period. SP shall recommend work to be accomplished and prioritizations for execution in accordance with applicable regulations and guidance for specific requirements.

Government reserves the right to change and/or validate recommended work and prioritization prior to execution. Government will provide 60-day notice prior to changing between the various LoS level. If a change is required in less than 60 calendar days, negotiation will begin between the CO and Contractor. Each LoS will have a specific minimum team complement (MTC) and performance objectives.

1.5. Minimum Team Complement. SP shall comply with the MTC as stated in the contract clause FA8137.52.215-9ZA1. The SP shall provide Minimum Team Complement Report (ELIN A031).

1.5.1. Reserved.

1.5.2. Reserved.

1.5.3. Reserved.

2. REQUIREMENTS & OPTIMIZATION (R&O). (FO: CLIN X0003)

Main categories. SP shall:

• Provide all supervision, leadership, and management required to satisfactorily fulfill all operations and maintenance (O&M) activities for RP and RPIE in accordance with this PWS.

• Perform supporting work associated with the acquisition of real property or RPIE including all maintenance design reviews, document preparation, inspection, commissioning of new equipment prior to the acceptance of work, and attend operational familiarization training, walk throughs and related activities.

• Ensure facility and infrastructure system updates are recorded in respective IT system/database within 60 calendar days after completion of all work activities. Examples:

inventory, condition assessment, maintenance actions etc.

• Perform all requisite coordination efforts to ensure a timely response to information requests as identified in the PWS from authorized government personnel to include, but not limited to, records of inspections, testing documentation, training reports, proof of certifications, operating instructions, appointment letters, and policy letters.

• Advocate for all operations-related activities.

2.1. Demand Maintenance / Customer Service. (FO: CLIN X0003)

2.1.1. Operate a centralized customer request center 24/7.

2.1.2. Comply with Work Management Playbook

(https://usaf.dps.mil/teams/10041/CEPlaybooks/WM/Pages/Overview.aspx) and NEXGEN-IT specific guidance on AFCEC/COOM Business Process Library (BPL) (https://usaf.dps.mil/sites/11252/24048/CO%20Support%20TRIRIGA%20Deploy/TRIRIGA%20 Ops%20Wiki/Home.aspx)

2.1.3. Receive, enter data into NEXGEN-IT, and process Service Request (SR)/Work Task (WT) IAW work task prioritization specified in Work Management Playbook and associated process map. SP shall provide Customer Service Report (ELIN A001)

2.1.3.1. 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 preventive maintenance (PM) work tasks or continuous work documentation of plant operations or street sweeping, shall support appropriate work https://usaf.dps.mil/teams/10041/CEPlaybooks/WM/Pages/Overview.aspx https://usaf.dps.mil/sites/11252/24048/CO%20Support%20TRIRIGA%20Deploy/TRIRIGA%20Ops%20Wiki/Home.aspx https://usaf.dps.mil/sites/11252/24048/CO%20Support%20TRIRIGA%20Deploy/TRIRIGA%20Ops%20Wiki/Home.aspx management requirements. Rejected customer requirements shall be appropriately documented in NEXGEN-IT.

2.1.3.2. Record keeping 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.

2.1.3.3. Record keeping shall capture and preserve maintenance history in NEXGEN-IT using standard system enforced maintenance/outage reason codes and 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.

2.1.4. The SP shall adhere to all data entry quality and accuracy standards in NEXGEN-IT and BUILDER SMS as specified by AF policy, NEXGEN-IT procedures, technical guidance, SMS Playbooks and AFCEC BPL SharePoint.

2.1.5. 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.

2.1.6. 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. SP shall provide NEXGEN-IT DATA review

(ELIN A002)

2.1.7. The SP shall develop unique reports required for local needs or HHQ taskers upon request.

2.1.8. Provide, receive and process completed Work Clearance Requests (including but not limited to: AF Form 103, locally developed work clearance requests, road closure permits, and utilities outages). The number of days to complete line marking for Work Clearance Requests shall be 5 workdays or less. SP shall provide Base Civil Engineering Work Clearance Request

(ELIN A003).

2.1.9. Provides coordinated work tasks and/or facility projects for Work Request Work Group (WRWG) / Work Request Review Board (WRRB) review and approval.

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

2.1.11. Initiate and develop work schedules to include coordination with sub-AMP managers.

2.1.12. Develop written estimates on work tasks when directed by the Government.

2.1.13. 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 Preventive Maintenance Tasks.

2.1.14. Executes Work Task closeout actions within 30 calendar days of work task completion, to include, but not limited to, coordination with the Government to update base maps and applicable floor plans; submit RP capitalization (draft, interim and final as required) and supporting documents; maintenance resolution actions; warranty management; and accurately accounts for all costs.

2.1.15. Process all service requests (accept or reject) within 1 business day of receipt unless otherwise approved by the government.

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

2.1.17. Develop and administer a customer-focused Facilities Manager’s Program that ensures cost effective expenditures of resources and provides functional oversight and provide annually or upon request a Primary and Alternate Facility Manager List. Key tasks include:

• Oversees Facility Manager assignment process and maintains the facility managers list. SP shall provide Facility Managers List (ELIN A005).

• Shall conduct an initial and refresher training once per month for facility managers. SP shall provide Facility Manager Training Report (ELIN A006).

• Establishing a working relationship with facility managers

• Providing necessary training to include Work Requirements, NEXGEN-IT Service Requests (SR), Identification of facility abuse/misuse, Key/Lock control, U-Fix-It Program

• Coordination with other Government stakeholders, who will also provide training to facility managers during this training

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

2.1.19. 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

2.2. Corrective Maintenance Work Task Requirements. (FSRM: CLIN X0001)

2.2.1. 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 preventive maintenance 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.

2.2.2. Notify the BCE and Facility Manager, or their designated government representative, at least 10 business days (two (2) weeks) in advance of scheduled outages. Notification for unscheduled outages shall be within one hour during normal duty hours and within 3 hours, but no later than one hour before beginning of the affected work areas’ next shift start, for non-duty hour responses.

2.2.3. Unscheduled Corrective Maintenance - Emergency / Priority 1. (FSRM: CLIN X0001) Provide 24/7emergency 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 SP shall capture all emergency work activities in the Air Force mandated IT system for maintenance management.

2.2.3.1. 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.

2.2.3.2. Response to all emergency work takes precedence over all other Preventive Maintenance, Corrective Maintenance, and enhancement work as directed by the government.

2.2.3.3. During normal duty hours/operations, respond to 95% of Emergency Corrective Maintenance (CM) work, also referred to as Work Priority 1 within 30 minutes from time of notification. Complete or eliminate emergency condition with labor and/or materials as required within 24 hours of notification and 100% mitigated within 48 hours.

2.2.3.4. After normal duty hours/operations, SP shall provide standby or emergency response capability to respond to 95% of Emergency Corrective Maintenance work request within 60 minutes after notification. Complete or eliminate emergency condition with labor and/or materials as required within 24 hours after notification.

2.2.3.5. SP shall provide a projected priority 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 shall acquire materials and sustain minimum levels. Priority material list will be reviewed/validated annually. (CLIN X0005)

2.3. Priority 2A. Plant Operations (Boilers, Chilled Water, Industrial Wastewater Treatment Plant) and Preventive Maintenance (PM). (FO: CLIN X0003)

2.3.1. 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.

2.3.2. Generally, 2A - Plant Operations work is internally identified, approved, and accomplished with minimized record keeping within NEXGEN-IT as a Facility Operation Facility Project (FOFP). Refer to the AFCEC/COOM BPL for details.

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

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.

2.3.4. 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.

2.3.5. Operate, maintain, modify, conduct inspections, repair and replace plant system components. Monitor on a 24/7 basis. Plants shall be operated under appropriate licensing and certifications.

2.3.6. Water/Chilled Water. (FO: CLIN X0003) Operate, maintain, repair, modify, and inspect water systems to include Thermal Energy Storage, closed-loop chilled water, boiler water, and fire protection water. Monitor the system on a 24/7 basis, and ensure compliance with DoD, AF, federal, state, local, and environmental regulations. Manage and perform activities and functions related to Thermal Storage operations, and associated tasks. Maintain, repair, replace, and collect data from constant monitoring systems such as, chlorine, pH, conductivity, and other water readings, as applicable. SP shall provide Water Treatment Operating Log for Cooling Tower Systems (ELIN A00A).

2.3.7. Steam Production. (FO: CLIN X0003) The SP shall operate, inspect, test, maintain, repair, and record data for steam / hot water plants and ancillary equipment including supply and condensate return piping (excluding systems maintained by others). SP shall meet the requirements of AFMAN 32-1068, Heating Systems and Unfired Pressure Vessels, UFC 3-430- 07, O&M: Inspection and Certification of Boilers and Unfired Pressure Vessels, with Change 5, UFC 3-430-02FA, Central Steam Boiler Plants, with Change 1, and UFC 3-430-08N, Central Heating Plants, in its entirety. SP shall operate the steam plants to meet thermal heating/cooling load requirements (pressure, temperature, and mass flow rate) to all connected facilities. SP shall provide Daily Steam Plant Operations Log (ELIN A00B), Monthly Steam Plant Operating Log (ELIN A00C), and Water Treatment Operating Log for Steam and Hot Water Boilers (ELIN A00D).

2.3.7.1. Perform boiler tune-ups and calibrations IAW 40 CFR 63 Subpart DDDDD and AFMAN 32-1068, Heating Systems and Unfired Pressure Vessels. SP shall provide Boiler Start-Up Notification (ELIN A00E)

2.3.7.2. Perform high-pressure boiler inspections IAW AFMAN 32-1068, Heating Systems and Unfired Pressure Vessels. SP shall provide attached boiler notification to 72 ABW/CEIE on the day the boiler starts continuously to process hot water. 72 ABW/CEIE only has 10 days after startup to submit notification to ODEQ and EPA. SP shall provide Boiler or Pressure Vessel Inspection Report (ELIN A00F).

2.3.8. Compressed Air Loop. (FO: CLIN X0003) SP shall operate, maintain, and repair the compressed air systems including distribution to provide safe, reliable, clean, and dry compressed air. SP shall ensure equipment are operated, repaired and overhauled to meet compressed air load and pressure requirements, maintain 100 PSIG shop air at customer using point and 100 PSIG for breathing air 24/7, unless directed by Government. SP shall efficiently operate compressed air systems, including cycling compressors on/off, to ensure minimum energy consumption without detrimental impact to mission. SP shall manage the unfired pressure vessels program IAW AFMAN 32-1068, Heating Systems and Unfired Pressure Vessels.

2.3.9. Industrial Wastewater Treatment Plant. (FO: CLIN X0003) The SP shall operate, maintain, inspect, test, and repair primary, secondary, and tertiary plant processes, equipment, industrial waste sewer system and lift stations. SP’s facility operations, maintenance, solids handling operations, and effluent discharge practices shall comply with all applicable Air Force, federal, state, and local regulatory standards and agreements, including the OPDES Permit OK0000809, and Industrial Wastewater Discharge Permit 0029-FC and Permit 0029-TAC requirements.

2.3.9.1. SP shall maintain the industrial wastewater treatment plant, plant process components and sewer system in an operational condition at all times. The treatment plant shall operate 24/7.

2.3.9.2. Personnel shall be cross trained to perform both maintenance and plant operation duties to maximize the work force efficiency.

2.3.9.3. SP shall ensure all operations and maintenance meets the requirements of UFC 3- 240-03 and all applicable equipment and process manufacturer specifications.

2.3.9.4. Operate, calibrate, maintain, and repair plant control and monitoring equipment with qualified personnel. Qualified personnel shall be minimum of Control Tech II with SCADA and PLC control experience.

2.3.9.5. Operate the industrial waste treatment plant’s analytical laboratory with qualified personnel to provide formal advanced chemical analysis in support of waste treatment plant operations. SP shall provide laboratory analytical services in support of daily and regular treatment operations, provide laboratory analytical services for purposes of emergency sampling, grab sampling, and sampling in support of any treatment study or batch treatment.

SP shall provide capability and a means for performance of laboratory tests including operating, repairing, and maintaining all laboratory analytical systems, equipment, and fixtures. SP shall submit monthly chemical analysis and usage for treatment plant by the first week of each month to the COR or CO’s designated representative. SP shall keep a complete set of laboratory records for all laboratory tests to include date and time of sampling, type of sample, name of sample, locations of sample test performed, and test results. Laboratory records shall always be available. SP shall provide Wastewater Report

(ELIN A00G).

2.3.9.6. Repair and alter waste treatment plant process piping and tanks in such a manner as to prevent cross connections, using certified personnel. SP shall prevent contamination of the base water supply resources due to back-siphon, infiltration, and flooding in compliance with AFMAN 32-1067, Water and Fuel Systems.

2.3.9.7. Perform daily inspections of each industrial waste lift station to determine and correct any discrepancies to ensure continuous operation of the system.

2.3.9.8. React and respond to any changes in the waste stream indicating incursion of waste material including raw plating waste containing chromium or cyanide, aircraft hangar AFFF foam, or any substance which may cause detrimental effect on the waste treatment facility.

Mitigate and report incursions of such toxic or hazardous waste from facility collection systems to prevent from exceeding the minimum pretreatment discharge standards that meet the requirements of TAFB 19-2 and TAFB 19-3. Any change that could result in a discharge violation shall be treated as a Priority 1 – Emergency work task.

2.3.10. SP shall ensure all materials are available to support continuous plant operations. (CLIN X0005)

2.4. Scheduled Corrective Maintenance – Priority 3. (FSRM: CLIN X0001X0001)

2.4.1. Work Task Priority Code 3 is maintenance or repair, including repair by replacement, of Real Property that does not require detailed planning, may require capitalization of the Real Property records and is needed to sustain and restore complete functionality.

2.4.2. 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. Priority 3A is also scheduled sustainment work for Tier 1 and 2 assets (CVAMP, IDP, 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.

2.4.3. Respond to all and complete 95% of all Priority 3A work within 7 calendar days of receipt and 99% within 14 calendar days (inclusive of material acquisition time) (date closed – date submitted = calendar days to complete), measured monthly, excluding material delays unless otherwise approved by the Government.

2.4.4. Priority 3B categorizes and prioritizes all work carrying an unabated RAC 4 and 5 or scheduled sustainment work for Tier 3 assets (BCE Focus items or Mission Dependency Index 79-69).

2.4.5. 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.

2.4.6. 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).

2.4.7. Respond to and complete all directed Work Priority 3C CM work within 120 calendar days of receipt, excluding material delays unless otherwise approved by the Government.

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

2.4.9. Material requirements for all Work Priority 3 Corrective Maintenance work shall be processed for acquisition within 14 calendar days. (CLIN X0005)

2.4.10. 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).

2.5. Facility Operations Facility Projects (FOFPs). (FO: CLIN X0003)

2.5.1. When there is little benefit from the repeated creation of individual Work Tasks for an activity performed throughout the year, Facility Operations Facility Projects (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. Details may be found at https://usaf.dps.mil/sites/11252/24048/co support tririga deploy/tririga ops wiki/facility operations facility projects (fofps).aspx and https://usaf.dps.mil/sites/11252/24048/co support tririga deploy/tririga ops wiki/pseudo real property records.aspx. 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.

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

• Snow Removal Operations

• Street and Airfield Sweeping Operations https://usaf.dps.mil/sites/11252/24048/co%20support%20tririga%20deploy/tririga%20ops

• Utility Plant Operations

• Work Clearance/AF Form 103/ locally developed work clearance request shop support when needed for requirements that are not going to be executed by the Operations Flight

• ESP Code or Natural Disaster FOFPs Go to the ESP Code or Natural Disaster FOFPs library, BPL Page (https://usaf.dps.mil/sites/11252/24048/co support tririga deploy/tririga ops wiki/esp code or natural disaster fofps.aspx for more information

2.5.3. The SP shall 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.

2.6. Enhancement 4A/4B. (FO/FSRM Funds: CLINs X0001, X0003)

2.6.1. 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 WRWG/WRRB approval decision of execution of Priority 4 work by on-site workforce.

2.6.2. Priority 4A. (FSRM: CLIN X0001) 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 circuits, 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 shall create the Draft, Interim and Final DD Form 1354, if required.

2.6.3. Priority 4B. (FO: CLIN X0003) Priority 4B work is also classified as discretionary (non- RPIE maintenance) work such as Airshows, Ceremonies, etc.

2.6.4. 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 where approved by the Government.

2.6.5. Work priority 4 shall not exceed10% of the total workload (in hours) annually. Work Priority 4 work (hours) shall be assigned and approved by the government. Funding for enhancement labor and material will be direct funded by the requesting organization, as determined by the WRWG.

2.6.6. Develop written estimates on work 4A/B category when directed by the Government. SP shall provide written estimates.

2.7. Preventive Maintenance (PM). (FSRM: CLIN X0001).The SP shall:

2.7.1. Establish PM records in NEXGEN-IT based on real property database.

2.7.2. The SP shall work with the Government to develop an executable portfolio of PM requirements. The PM program (PMP) shall comply with the AFI 32-1001, Chapter 3, the PM Playbook, and the AFCEC/COOM PM BPL (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). Approximately 15 percent of PM/CM work may be required to be performed outside of normal working hours, including weekends and holidays. The SP’s PM program shall provide as a minimum:

• Policy driven maintenance requirements

• The condition of the asset and its expected life cycle

• Impacts of warranties that are tied to the asset

• Annual review and Government approval

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

2.7.4. If a required PM task is, absent from Appendix C, SP shall refer to the PM Playbook and/or AFI 32-1001 as necessary to determine required actions.

2.7.5. Preventive maintenance 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.

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

2.7.7. 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.

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

2.7.9. SP shall ensure all materials are available to meet PM schedule requirements. (CLIN X0005)

2.7.10. The SP shall provide Preventative Maintenance Program Portfolio (ELIN A00H), Preventive Maintenance Annual Program Review - Semi-annual Update (ELIN A00J), Deferred PM List (ELIN A00K), and Preventive Maintenance Task List (ELIN A00L).

2.8. Work Request Work Group / Work Request Review Board. (FO: CLIN X0003)

2.8.1. The WRWG is the body of stakeholders (actors) both Government and SP who perform actions in evaluating and preparing a work requirement for possible presentation to the WRRB.

2.8.2. The WRWG includes personnel both internal and external to the Civil Engineer Unit with each individual contributing specific inputs relevant to their areas of responsibility to determine the optimal course of action to be taken for each requirement.

2.8.3. SP shall develop and execute WRWG duties as described in Work Management Playbook.

2.8.4. The WRRB is a formal meeting that reviews work requirements. The WRRB makes execution decisions on work execution. Not all work requirements require a WRRB decision, but all WRRB decisions require varying levels of WRWG input.

2.8.5. The Government chairs the WRRB and all other respective offices (CEN, CEO, CEI etc.)

are also represented in the WRRB. The WRRB may invite Facility Managers when there is a need to defend or explain the requirement. The WRRB may be virtual or held as a physical meeting at a specified location, date, and time.

2.8.6. SP shall conduct recurring (i.e., weekly) WRRB meetings, process, assess and present means of accomplishment…