EXH_4 _TO-004 _draft_FOOD_RFP_and_SOO.pdf

ALiSS – TO-004 Request SAQMMA14R0042

Exhibit 4 Draft RFP Page 1 of 18

Task Order Request Statement of Objectives

TASK ORDER REQUEST

FOOD SERVICES

The below Statement of Objectives (SOO) provides the Department of State’s overall food services objectives, and the Offeror’s required support to achieve those objectives. The Offeror shall use the SOO, together with other applicable portions of the RFP and the IDIQ as a basis for preparing a proposed statement of work (SOW). The SOW shall be submitted as part of the Offeror’s proposal and will become an attachment to the contract at award.

The Contractor may choose to subcontract personnel support services, which include, but are not limited to food services; operation, maintenance, repair; and housing with associated services; and medical services. The Contractor shall support this effort with the appropriate infrastructure to provide for logistics support for its employees and subcontractor employees, including billeting, subsistence and protection of the contractor work force. The management structure used by the Contractor shall ensure efficient and effective accomplishment of all tasks. A key task is to ensure that proper staffing levels are maintained at all times.

The Contractor may also choose to subcontract the functional work for the Task Order in all or in part.

Where the work is subcontracted, the Contractor shall provide past performance and experience information for the subcontractor.

The Government shall provide basic housing and dining for only those personnel designated as critical (See Section 12.0 of the SOO).

Anticipated Task Order Period of Performance:

This Task Order shall include a base period of one (1) year and four one-year option periods. For pricing purposes, use a start date of January 1, 2015.

Transition Process:

The transition period shall not exceed 120 calendar days and full performance shall commence at the date specified in the Notice-to-Proceed issued by the Contracting Officer (see Section F.2 of the IDIQ).

The transition will be covered under Task Order 001 (TO-001). TO-001 will provide include: advance party trips, licensing, vetting, etc.

Task Order Type

TBD

Proposal Validity Period:

Proposals shall be valid for a period of 150 days.

Task Order Funding:

Task Order will be incrementally funded.

Pricing Information and Instructions:

Exhibit 4 Draft RFP Page 2 of 18

Page Limit: none

TBD

Technical Information and Instructions:

Page Limit: 30 pages

• Task Order Management Plan: As required by Section H.23.2 of the IDIQ, the Contractor shall provide a Task Order Management Plan (TOMP) detailing its technical and management approach for accomplishing the task order objectives.

The contractor must obtain post management’s clearance on which staff will be retained.

• Operations Plan: TBD

• Transition Management Plan: The Contractor shall present a phased transition plan that will minimize disruption to ongoing services.

Past Performance:

The Contractor shall list three past performance references that are recent (performed within the last 12 months) who can provide information on the Contractor’s experience/ability in the handling of project transition, logistics and management under contracts/task order of similar size and scope of the work required under this task order. The Contractor shall provide the names and contact information to include telephone number and email address of the contracting officer and the technical monitor/COR for each reference. Past performance information solicited may include quality of services provided by the Contractor, ability of the Contractor to handle and resolve transition issues, logistical problems and effectiveness of management.

Note: The Contractor shall provide 3 references for all companies performing under this task order (i.e.

the Contractor and any subcontractors), and shall ensure that it is clear to the Government which area(s) the company shall be providing services (e.g. food procurement, janitorial, etc.) and how the referenced past performance is relevant to that area.

Evaluation Criteria (Technical):

The Government will evaluate the non-price related proposal to ensure that the Contractor can satisfy the non-price-related requirements of the task order.

Evaluation Criteria (Price):

The Government will conduct an evaluation to determine ultimately that the final agreed-to price from Pricing Table TBD is fair and reasonable. In doing so, the Government will examine the completeness, accuracy, and reasonableness of the Contractor’s proposed prices and estimated costs in Pricing Table

TBD.

The Government will use one or more of the proposal analysis techniques stipulated in FAR 15.404 to conduct the evaluation.

Questions and proposals should be submitted to Christina Black via email at blackce@state.gov.

mailto:blackce@state.gov

Exhibit 4 Draft RFP Page 3 of 18

TASK ORDER – STATEMENT OF OBJECTIVES

FOOD SERVICES

1.0 TASK ORDER NUMBER AND TITLE

• Task Order Number: TO-004

• Title: Food Services

2.0 PERIOD OF CONTRACT PERFORMANCE

This task order shall include a base period of one (1) year and four (4) 1-year option periods. The performance period will begin after the transition period. Performance start date is anticipated to begin January 1, 2015.

The anticipated performance period is as follows:

Base Year 01/01/2015 – 12/31/2015 Option Year 1 01/01/2016 – 12/31/2016 Option Year 2 01/01/2017 – 12/31/2017 Option Year 3 01/01/2018 – 12/31/2018 Option Year 4 01/01/2019 – 12/31/2019

The Government is not obligated to exercise the option(s).

3.0 LOCATION OF CONTRACT PERFORMANCE

The Contractor shall provide cafeteria services in the following locations for five cafeterias and one snack bar:

• Kabul Embassy Compound (East, West, and new Office Annex cafeterias) (3)

• Kabul - Camp Seitz (1)

• Kabul - Camp Eggers (1)

Additional locations may be added in the out years as construction is completed.

The Contractor shall provide snack bar services in the following locations:

• Kabul Embassy Compound

The KEC Annex Snack Bar location has not yet been determined, and will likely be positioned as to service the broadest population. However, Should the final location reside within a Controlled Access Area (CAA). All food personnel conducting operations within this area would require escorts at all times by an American citizen with a Secret Clearance (Contractor employee). Operation hours are currently 05:30 to 21:00, with service 365 days a year.

Exhibit 4 Draft RFP Page 4 of 18

4.0 BACKGROUND

This SOO addresses DOS’s objectives in establishing a mission-wide Task Order for food operations and management in Afghanistan. Along with the objectives stated in this section, there are also concepts of how the operations may be established and executed. This is not meant to stifle other ideas that bring increased customer service and satisfaction, savings, efficiencies or best-practices, but rather to set the stage as to what the DOS is looking for in terms of food operations.

The DOS goal is to normalize food operations, meet mission requirements, control costs and provide good service to our communities. Currently (and for the near future) there are many limitations to normalization in Afghanistan. However, the approach to food operations and management should allow for change management and an evolving business plan as the situation in Afghanistan changes.

At a normal DOS site, cafeterias, snack bars and vending machines are part of a licensor-licensee agreement between the Embassy and a contractor, and these are Point of Sale operations. Embassy personnel (DOS employees and contractors) can choose to dine in a USG dining facility, go to one of the employee association-managed restaurants on the compound, bring in their lunch, go home to eat, or leave the Embassy compound to eat “on the economy.” The cafeteria and other food operations within those embassies are served by local contractors, local workers, and the food is purchased from the local economy. Diners use meal cards or daily meal tickets to pay for their purchases. Eventually, as the situation in Afghanistan moves towards a more normalized existence, food operations will be more in line with other sites and may evolve toward cash payments for meals.

Currently, all individuals not serving under Chief of Mission (COM) and local nationals living on the local economy have limited access to the cafeterias for hot drinks (coffee and tea) during the work day.

Grab-n-Go for between meal salad and sandwich, and limited snacks from 2:00 – 5:30 p.m., and 9:00 – 12:00 p.m. are available on a pay as you go basis. Food must be consumed on the compound. Local staff eat breakfast before coming to the Embassy and dinner after leaving the Embassy.

There are also locally managed “fast food” operations on the compound that may compete for clientele, but also provide services for Locally Employed Staff and contractor LNs (see Section 6.2 below).

5.0 LICENSES, PERMITS, AND OTHER OFFICIAL DOCUMENTATION

The Contractor will be responsible for being familiar with Afghan laws and possess demonstrated for obtaining all licenses, permits and other official requirements allowing for the purchase, transportation, and importation of food items into and around Afghanistan. In the Task Order, bidders will identify what requirements are to be met from GIRoA, and any assumptions that are made regarding DOS/Embassy involvement. Assumptions should be in a separate Section labeled as such, and pertain specifically to this Task Order.

6.0 PERFORMANCE OBJECTIVES AND AREAS OF SERVICE

Overall Objectives:

• Personnel: Provide a proper skill mix, experience, and required number of qualified personnel.

• Quality of Food

Exhibit 4 Draft RFP Page 5 of 18

• Quality of Food Operations

• Cost of Food

• Organizational Processes: Provide internal controls, management oversight, and supply support.

6.1 ESTABLISHING FACILITIES

The Contractor will establish and operate the cafeteria in a fixed setting provided by DOS. The cafeteria will consist of an enclosed and environment-controlled space that is fully furnished and has Government Furnished Equipment (GFE) that is up-to-date and fully maintained. (All equipment will be maintained via a separate contract.)1 Post also maintains two outdoor settings (enclosed during cold weather), and each is adjacent to a cafeteria.

The spaces are all within a highly secure and controlled compound that is closed to the public. The Contractor will provide all authorized patrons with a meal card system. 2

6.2 CAFETERIA SERVICES

The table below provides an estimate of the maximum number of personnel that can be fed at each cafeteria or snack bar location within the current hours of operation. Note: Not all snack bar location capacities are known at this time as they have yet to be established. This number may be adjusted or further defined during negotiations, but is to be used for proposal purposes in developing staffing proposals and pricing. The table shows maximum feeding capacity, seating capacity, and hours of operation.

NOTE: The Government is not to be held responsible for any variation in the population figures or variation in customer head count. The Government will make every reasonable attempt to keep the Contractor informed in a timely manner of changes in policy or manning that may affect usage of the food operations, so that supply chain, ordering and labor may be adjusted at minimal impact to the Contractor’s business.

Weekdays (Sunday through Thursday) (see Note 1 below)

Facility Breakfast Lunch Dinner

Patrons Hours Patrons Hours Patrons Hours West DFAC 400 0600-0900 450 1130-1400 425 1800-2100 East DFAC 400 0600-0900 450 1130-1400 425 1800-2100 New Annex TBD 0600-0900 TBD 1130-1400 TBD 1800-2100 Camp Eggers 1600 0600-0900 1600 1130-1400 1600 1800-2100

1 Note: It is difficult to provide a full list of equipment in the cafeterias to the winning bidder. Facilities and equipment that are maintained are provided in Section Exhibit 4a; a list of utensils, plates, trays, etc will be provided during transition by inventory.

2 Available floor plans for West cafeteria and East cafeteria will be provided directly to Prime Offerors on a “need to know” basis. In order to receive the floor plans, contact A/LM/AQM Procurement Officer. Provide a point of contact with email address, and the Subject Line should be “ALISS—Prime Offeror Request for Cafeteria Floor plans.” The plans will be emailed in a pdf format, with instruction that recipients not post the plans on any public website.

Exhibit 4 Draft RFP Page 6 of 18

Camp Seitz 784 0600-0900 784 1130-1400 784 1800-2100

Weekends (Friday, Saturday & Holidays)

Facility Breakfast Lunch Dinner

Patrons Hours Patrons Hours Patrons Hours West DFAC 375 0600-0900 450 1130-1400 400 1800-2100 East DFAC 375 0600-0900 450 1130-1400 400 1800-2100 New Annex TBD TBD TBD TBD TBD TBD Camp Eggers TBD TBD TBD TBD TBD TBD Camp Seitz TBD TBD TBD TBD TBD TBD

West- Brunch (Friday)

550 1000-1400

East (Friday) 200 0600-0900

Note 1: These numbers are provided for proposal purposes only. During initial transition, actual historical figures will be provided and discussed at early planning meetings so Contractor can revise staffing if needed.

Fridays, Saturdays and holidays are a modified work schedule and breakfast will be served 0600-0900.

Lunch reflects an estimated increase for direct hire Local Afghan Staff who are entitled to a lunch meal and contractors who live off the compound but may choose to pay and dine in the cafeteria for that meal.

The numbers are made up of U.S. employees, ANs, TCN contractors and DOS Local Employed Staff (LE Staff). Contractor Local Nationals do not receive a per diem for access to the cafeterias or snack bars. If Contractor Local Afghans wish to eat at the Embassy, they will have to obtain a prepaid meal card from the Kabul Embassy Employee Association (KEEA) store by paying with cash. However, if LE staff are required to remain on site under exigent circumstances, their meals could be subsidized accordingly.

Options are limited on the DOS compounds. While there are two coffee shops, a pizza shop, a fast food shop, and a limited sundry store, most employees will choose to utilize the cafeteria during the week.

All contractor employees have the option of bringing in their lunch onto the compound. Some may choose to take-out food, i.e. not eat in the cafeteria. State employees living in Staff Diplomatic Apartments (SDAs) have the ability to cook their own food due to the availability of kitchens. Also, during the weekends, several outdoor grills are utilized and this in turn reduces the number of personnel eating in the cafeterias and snack bars. Typically, cafeteria utilizations decrease by as much as 20% during the weekends. Additional options may become available as security requirements are reduced in the future.

General Standards The current cafeterias are run as an “open buffet with serving line”. Admission is simply the common access card (CAC), or a signature on a clipboard. Diners are able to enter and exit multiple times during a meal, carry out food and beverages, and make as many trips to the various lines, bars, grills, beverage dispensers, and dessert tables as they choose.

Exhibit 4 Draft RFP Page 7 of 18

Currently, the food is provided by the Defense Logistics Agency’s (DLA) prime vendor. The subsistence items are varied as part of a 21-day menu, of varying quality, sourced from suppliers worldwide, and automated through an enterprise system that accommodates ordering, tracks shipment, and invoices against a scheduled menu cycle. The incumbent contractor manages orders from Afghanistan and Azerbaijan, trucks products across national boundaries and flies main entrée items into country and distributes to DFACs throughout Afghanistan. The food and its handling meet U.S. Army standards, and relies on the DOD veterinary officers to provide quality and sanitation inspections. Food preparation is essentially a heat and serve operation now as most of the imported food arrives pre-cooked.

This model, while very successful, is neither sustainable nor desirable for the long term.

Food is an important morale factor. A successful food operation will be one that continuously pleases the diners; offers a wide variety of food choices; accommodates different dietary needs and desires based upon personal choice, ethnic experience and religious restrictions; is environmentally sustainable, exceeds goals, generates useful metrics and provides excellent service in all areas; and provides useful data to Post management that enables continuous improvements in diner satisfaction.

The Mission employees and contractor staff cannot choose among many dining options. While some staff have apartment kitchens, the lack of sufficient groceries, as well as the long hours and extended work-weeks, severely limit alternative choices to the cafeteria.

Food is a “high risk” area. It can negatively affect health, adversely affect morale, be impacted by political and economic events, and be a source for fraud, waste and abuse. The DOS does not have alternatives readily available to remedy a failed effort in the ALISS program. The planning and resourcing that will go into this effort cannot be changed quickly. For example, a cafeteria at a university in the United States can have the managing company fired and replaced, the vendors changed, IT systems repaired or switched out, and supply chain quickly taken down or reestablished.

And meanwhile, the student can go off campus to eat or shop for groceries. In Afghanistan, our options are severely limited, resources are few and suppliers have many hurdles to get food into and across the country and through the Embassy gates. The successful offeror will provide an approach that measures performance and capitalizes on success while planning to mitigate such risk factors.

In order to normalize food operations in Afghanistan, any proposed solution should have an ultimate goal of achieving a Point of Sale system that is: efficient; reduces waste; provides sufficient variety allowing the diner to make choices based on nutrition and variety; is measurable in real time and over the long term (metrics); and is a pleasant experience overall. The proposal should make use of local and regional supplies for common and available items, local, regional, and international dishes while utilizing international sources for main entrée items, as well as favorites (USA brand items).

Any planning for the menu should account for: limited provisions in the local markets in quality, variety and quantity; potential difficulties in obtaining customs clearance at the borders as well as approval to transship across Afghanistan; and shortages due to unforeseen political events. The increased use of local food, especially meat and other type products will create issues for the current limited cafeteria kitchen equipment and facilities. The proposal should take into consideration the current limited kitchen facilities and the timing requirements for the cafeteria transitions at the various sites. It will be the responsibility of the winning bidder to train their staff on the preparation of food from local food sources which are not currently being used today.

Exhibit 4 Draft RFP Page 8 of 18

As discussed in more detail below, the cafeterias should be designed to accommodate Fixed Unit Price operations with an eventual move towards Point of Sale. To avoid having cash transactions, a Meal Card system would be introduced to control costs, manage access, maintain and track accountability, and limit waste.

Food service operations will be 365 days a year. The Offeror should provide a plan for continued operations at a reduced level during times of security lockdowns, when staff may not be able to come to work, and delivery trucks may not be able to get through.

All indoor and outdoor cafeteria spaces should be kept clean and sanitized to the highest U.S.

standards. Food workers should be knowledgeable, provide excellent customer service, and pleasant, and ensure compliance with U.S. food worker health standards. Food should not only be delicious, but well presented, readily replenished, and served at the right temperature for food safety requirements as well as patron expectations.

General Standards – Reduced Operations Due to external political problems and security lockdowns, there may be periods when Contractor staff will not be able to enter the Embassy compound to come to work. At these times, trucks may not be able to transit Kabul’s city center and the Embassy compound to make deliveries. Staff will be limited to those persons identified as “critical”. While still an uncommon occurrence, the Contractor must plan for such instances and be able to provide reduced operations within the cafeterias and snack bars.

The Contractor shall create a plan and menus for such periods tailored to the post, and submit it for review and approval prior to assumption of responsibilities. The plan may include increased use of disposable dinnerware so as to reduce workload, but then take into account that trash may not be leaving the compound during these events. Menus may be reduced, but standards for quality and sanitation are not to be diminished.

Each contractor will be required to have a sufficient number of staff available at its location during regular operating hours to ensure proper operation of the food operation and provide excellent customer service. Each contractor should include a staffing plan as a part of the operations plan. The number of food worker personnel who will be identified as Critical Services Personnel and allowed to reside on the compound is currently limited to (To be provided with the release of the RFP).

6.3 SNACK BAR SERVICE

The Embassy snack bars, referred to as Grab & Go today, are located in the cafeterias, providing 12 hour availability for snack items, beverages (hot and cold), as well as a limited menu of sandwiches, salads, and soups during scheduled meal times. The purpose of the snack bar is to provide convenience and accessibility for employees working irregular schedules (the last meal of the day is the Grab & Go which ends at 12 midnight).

A patron may eat at the limited dining area or take the items back to their workspace, apartment, or Containerized Housing Unit (CHU). Any person with access to the cafeteria building may utilize the Snack Bar. There is no accountability for food, and a headcount is taken. Along with providing snacks and beverages during the day, it is an alternate meal source for those who choose not to go to the cafeterias and refreshment for those working long hours or standing duty watch.

Exhibit 4 Draft RFP Page 9 of 18

The concept for ALISS is to maintain the level of service while introducing accountability in food operations outside of the cafeteria. Offerors should provide an approach that moves towards the Fixed Unit Price operations and eventually Point of Sale operations, utilizing Meal Cards to control costs, manage access, maintain and track accountability, and limit waste.

One additional or alternative approach to providing service might be the introduction of Vending Machines within the compound. This would provide further convenience and accessibility and could provide snack foods, canned beverage, coffee and other items.

These would need to be cashless systems, using meal cards. The machines would either be purchased by the Contractor on a cost reimbursable basis and become GFE, installed and maintained by the Contractor or the contractor may use the CAC reading system already in use at post. Installation might require networking so as to record sales and meal card usage. Coordination with IRM and Facilities Management for the location and installation would be required, and maintenance should include pest control.

6.3.1 Suggested Scenario

Cafeteria and Snack Bar Operations: As mentioned above, the current food service operation is derived from the U.S. military DFAC model under the LOGCAP program, and is essentially an “open buffet”. The incumbent contractor provides labor and management of the operation, orders all food from DLA, and is reimbursed for any costs incurred. This model provides a set payment per authorized diner per day that goes toward the purchase of food and supplies. The DOS pays DLA for the food that is delivered.

The below scenario is a suggested concept for operation. This concept is based upon food operations systems available at universities, cafeteria operations at government facilities, and the use of a debit card or smart card as used on some transit systems (the Washington D.C. Metro system is an example.)

We expect that offerors will provide a proposal that is proven, possible, supportable and sustainable, and achieves our long-term goals of a Point of Sale system that is transparent and real-time. Also, offeror’s proposals would include a timeframe for setting up such a system, and the time required to transition to such a system, which provides on demand utilization reports, and data analysis tools.

Meal Plan: The concept under ALiSS following the transition is that each authorized Government employee will receive a monthly subsidy for food, three meals a day for the full month. This subsidy will be based upon the negotiated Firm Fixed Unit Pricing (FFUP) for each meal—breakfast lunch and dinner, set for the contract year. For example, should the FFUP be set at $15.00 for breakfast, $20.00 for lunch, and $25.00 for dinner, or $60.00 per day. The subsidy for a 30 day month would be $1800.

The negotiated FFUP will be the Contractor’s pricing to cover all food costs, labor, supplies, sundry items, IT system support, meal card set-up, cost of operation, and profit within this task order. It should not include costs born under the PEO task order.

On a specified date, the Contractor would provide DOS with a projected cost of subsidy for the upcoming month, e.g. $1800.00 ($60 X number of days in June) times the population (1000 authorized patrons) for $3,240,000. DOS would then deposit these funds into user accounts prior to the month start.

Exhibit 4 Draft RFP Page 10 of 18

Each subsidy would then be allotted to the patron on the first day of the month. In this scenario, it could be a meal card/smart card that is assigned to the patron. The meal card would be in lieu of a cash system (no cash would be permitted in this operation.).

Eventually, the amount of subsidy may be reduced, but this is not an impact on the FF/FUP. As mentioned before, the long-term goal is to migrate to a cashless Point of Sale system. The date for this change is not determined.

Conceptual Meal Card: There are several groups who would be using the Cafeterias and Snack Bars:

• Authorized Government Patrons - Afghanistan: DOS and tenant agency employees who live and work on the site. These customers receive full subsidy, and will be taking all meals on site.

• Authorized Government Patrons – Temporary: Government travelers, TDY to the country; non-subsidized but may have per diem funds loaded onto the card.

• Authorized Contractor Patrons – Afghanistan: Contractors who live and work on the site. These customers will have their meals subsidized through contractual arrangements, and will be taking all meals on site.

• Authorized Contractor Patrons – Limited: Contractors who work on site, but live off site. Meals may be limited based on the work schedule. These customers will have their meals subsidized through contractual arrangements or load funds on a meal card.

• Local Employed Staff – Limited: DOS and tenant agency employees who work onsite and may choose to utilize these services. They would possess a card, but would be required to load funds (U.S.) onto the card prior to taking a meal or using the Snack Bar.

The above list does not include official or unofficial guests. This segment will be determined after award. There should also be the capability for DOS to purchase food items independently of meals directly from the Contractor, using the Meal Card. This might be for the Ambassador’s residence, official functions, or office cook-outs on a limited basis.

The meal card would function as an electronic wallet, similar to the Washington DC Smartrip Card. A business can provide a monthly subsidy to the Smartrip, which is used solely for riding on the subway system. The Smartrip owner can also load on funds to be used to pay for parking. Or if the subsidy is used before the end of the month, the owner can load on more funds to continue using the subway. On the first day of the new month, any existing funds leftover from the subsidy disappear and the new amount shows up. However, existing funds from the owner stay on the card.

The Meal Card might follow a similar path. Going back to the example above, for User A, who is a light eater and often makes other choices on when and where to eat. On Day 1 $1800 is loaded onto User A’s card. The user swipes it to buy meals but by the last meal of Day 30, still has $50 on the card. On Day 1 of the new month any funds left over would disappear (go back to DOS) and $1800 would go onto User A’s card.

User B gets the same amount in subsidy, but never misses a meal. User B also swipes it at the Snack Bar and the Vending Machines, or makes another trip through the meal line to get another helping of crab legs. On Day 24, the card is depleted of funds from the subsidy. User B goes to a kiosk, swipes the card, and then swipes a credit card, authorizing more funds for the card. This amount goes into a separate pocket of the wallet. By Day 1 of the new month, there are no subsidy funds left on the card, but there

Exhibit 4 Draft RFP Page 11 of 18 is still $5 that he loaded on the kiosk. The $5 stays there, but another $1800 is loaded on. Local employees can to the KEEA store to load funds on the meal card.

The card could be loaded at the entry site when the card is swiped on the first meal of the month. An alternative is the ability to load funds on through a secure internet website.

Any card system proposed should have individual unique identification for the owner, possess industry standard security protocols, have user password or PIN protection, be relatively durable and standard wallet-sized. There should be a program to issue the cards, and an approach to replace lost or stolen cards.

Serving and Dining Areas Design: The Offeror should provide a broad approach to setting up the Cafeterias and Snack Bars that covers all sites. The Contractor should take into account the DOS objectives of maintaining accountability and limiting access to authorized patrons and introducing cost controls.

If a turnstile system is used, some items should be provided for the diner who has swiped the meal card. The beverages might be outside of the controlled area. Food toppings, sauces, dressings, dessert bars, should be outside as well.

Food take out should also be available, for patrons to go through the lines, and then take the food back to the office or apartment.

One particular item is bottled water, which is provided to all on DOS sites free of charge. A limited number of refrigerators/separate chillers outside of the controlled area should be available for storage of bottled water, which is currently stacked on pallets outside the controlled areas.

Patrons will be expected to clean up after the meal, and take the tray, dinnerware and trash to a designated site for turn-in and/or disposal. The designated site shall accommodate efforts to recycle plastics, glass, and paper apart from compostable food waste.

Firm Fixed/Fixed Unit Price – As described earlier, the objective is to move from the CPFF Task Order assigned during the Transition, to a FF/FUP Task Order when fully mobilized, and eventually to a Point of Sale System. During the FF/FUP Task Order, the Contractor will provide a Full Service Food Operation for the DOS consisting of Cafeterias, Snack Bars and other venues as agreed upon by the agency and the Contractor. The Government will provide no funding for the delivery of this service. Instead, the Contractor will receive monies based on the sale of meals and food items directly from the patrons.

The FUP will cover all labor, food, consumables, and other associated costs directly in line with the cost of the service.

6.4 ACQUISITION OF FOOD AND MENU

Food Procurement and Delivery

Supply Chain: The current support for the cafeterias is provided through the DLA contractor based in Afghanistan. All shipments are transported to Kabul/Bagram and orders are placed through the DFAC and DLA system and deliveries made from the prime contractor’s warehouse. The trucks cross the

Exhibit 4 Draft RFP Page 12 of 18 borders under the agreements between DOD/DLA and the Afghan government. Under ALiSS, this supply chain will be eliminated during the Base Year.

The Contractor will be required to establish an extensive and continuous sourcing of supplies for both food items and consumable products (e.g. napkins, plastic ware, soaps, detergents, paper towels, etc).

Sources should be competitively contracted wherever possible.

It is the Contractor’s responsibility to ensure that the proper Government of Afghanistan (GIRoA) licensing and approvals are in place for subcontractors, vendors, suppliers, trucking companies, distributors, and manufacturers; in other words, to be in full compliance with the laws and regulations of GIRoA. Further, the Contractor will take steps to prevent the introduction and use of black-market items, and take aggressive action if a subcontractor or vendor is found to be trafficking in goods that are illegal, banned, stolen or not properly inspected or taxed. These items may or may not be duty-free or receive custom-clearance support from DOS (Section H.9 of the IDIQ does not apply.). Additionally, the vendor must take steps to ensure full compliance with US sanctions, and dealing with suppliers/ or in goods from prohibited countries.

The goal is to introduce a full line of food items that is continuously available and meets international quality standards. The capability of food preparation is limited in the kitchens, and should be taken into account. Contracting from local vendors and distributors is strongly encouraged, for individual food items (e.g. rice, vegetables), packaged products (e.g. single serving milk cartons) and prepared foods (e.g. baked goods). However, requirements for food safety and security apply.

Additionally, all incoming food shall be inspected by food service personnel. If food service personnel suspect that temperature requirements have not been met, or that containers have been damaged or tampered with while in transit, they shall immediately contact the designated public health personnel.

Note: The Contractor is required to at all times maintain a minimum of a 30-day supply of frozen and/or dry food available.

Menu The cafeteria patrons are a diverse group: Americans who have traveled extensively and been exposed to many cultures as well as those who prefer their own regional cuisines in the U.S.; individuals who have dietary restrictions for health, cultural or religious reasons; and Third Country Nationals not familiar with American tastes, and prefer food items indigenous to their geographic or cultural region.

Trying to please everyone all of the time is labor intensive, expensive, and a near impossible task. But making the small steps will be appreciated.

The Contractor will develop a 28-day menu cycle, similar to a University, offering a variety of food selections both within the meal and on a weekly basis, based upon acceptability ratings, availability of food items, and food preparation limitations, as well as cost of operations. The menu shall consist of a variety of quality prepared foods that meet business and industry standards, complying with the current and subsequent revisions of Dietary Guidelines for Americans (www.health.gov) offering menu alternatives that are low in total fat, saturated fat, cholesterol, sodium and sugar; no trans fats; lean meats; low-fat dairy products; a variety of vegetables, fruits and grain products; and vegetarian selections. The Contractor shall use only vegetable oils that are low in saturated fats, limiting the amounts used in the cooking process and recipes. The quality and appearance of the food shall be

Exhibit 4 Draft RFP Page 13 of 18 consistent with approved food service industry standards for comparable “business and industry” cafeterias.

DOS will establish a Menu Advisory Board that will work with the Contractor in reviewing and updating the menu on a periodic basis, but not less than once a quarter. Adjustment to the menu should be submitted to the COR one week in advance, when practicable, in writing for signature approval.

Numerous changes to the menu should be addressed from the macro-standpoint with the Menu Advisory Board, and changes made accordingly. Recommended changes in meal pricing will be addressed to the COR and CO.

The menu should incorporate local/regional cuisine, American and international dishes. There should be at least one healthy option, and four hot choices with appropriate side dishes with each meal. A salad bar should be available at all meals that include a wide selection of fruits, starches, vegetable and protein items, as well as a selection of dressings and toppings. Other choices to broaden the menu such as an omelet bar, sandwich bar, hamburger grills and a hot dog stand with bratwurst, franks and tofu or other non-meat protein substitute items could be added. A wide selection of beverages, hot and cold and appropriate to the meal, should be available. Condiments and other sundries should be available. A selection of desserts and other complimentary dishes should be included. Full use of leftovers can also extend the selection, as long as items are stored and labeled in accordance with food safety standards.

Premium and special main entrée items should be a part of the 28-day menu. Currently, food items such as lobster, crab legs, and prime rib are part of the regular menu. The upscale premium items are specialty food and considered a treat for patrons to anticipate. Holiday meal specials (e.g. roast turkey at Thanksgiving, King Cake on Fat Tuesday, Breakfast for Dinner, etc.) should be scheduled. Special meals (e.g. Mexican night, Italian supper, Asian stir-fry luncheon) are also possible introductions. A suitable selection for the vegetarian diners should be on the menu as daily offering accommodated whenever possible.

The Contractor is encouraged to propose a “Sustainability Program” that may include: disposable bulk purchasing program, organic food products, organic or environmentally friendly cleaning products, reusable items, marketing programs, minimizing waste stream, energy and water saving programs (equipment, food preparation, etc) and other “green” programs that will benefit the patrons, the workers, the DOS and the country of Afghanistan.

Food items served will be identified by labels and should include nutritional content, or at the least a calorie count whenever possible. Identification of possible allergens should be noted as well (e.g.

peanuts/peanut oil, dairy, etc). The operations plan should outline all proposed signage, where possible, images of existing or planned signage. At a minimum, each contractor must have signage that identifies the vendor, displays the menu, and list all items being sold. Any and all signage is subject to approval.

The Contractor will be expected to track food acceptance rates and food waste, collect input from patrons and compile other data to make modifications to the menu, and provide this information to the Menu Advisory Boards. A successful offeror will devise a system that is creative, inclusive in its menu management, reduces waste, and navigates the problems encountered and is responsive to the patrons.

The Contractor is responsible for maintaining the menu, subject to renegotiations.

Exhibit 4 Draft RFP Page 14 of 18

6.5 SPECIAL EVENTS

There will be times when the Contractor will be required to support Special Events, (e.g. Fourth of July picnic; receptions). Offerors should provide a description of how food and labor would be provided for such events within the FF/FUP pricing structure.

6.6 JANITORIAL SERVICES

This section will be provided at the time of the release of the RFP.

6.7 REPORTING

This section will be provided at the time of the release of the RFP.

7.0 FOOD SAFETY AND HYGIENE STANDARDS

One chief concern in moving away from DLA support and to a Contractor Supply Chain that utilizes local, regional and international sourcing is food safety. A study conducted on behalf of the DOS in early 2012 reported that food and beverages available through local distributors are possible and viable.

Afghanistan is one of the world’s least developed countries, and as such it has serious challenges in maintaining high food safety standards on farms, at wholesale and retail outlets, and at restaurants and food service establishments. While Afghanistan has been a member of the Codex Alimentarius since 2005, implementation and enforcement of Codex standards remains minimal. There are no national regulatory standards in place and no enforced minimum standards for imported food products. Export standards are influenced by the regulations and standards of nearby countries such as Pakistan, Iran, India, and UAE. Oversight of food safety is shared by the Ministry of Agriculture, Irrigation, and Livestock and the Ministry of Public Health. Codex Alimentarius is recognized by the World Trade Organization (WTO) as an international reference point for the setting of science-based food safety standards and for the resolution of disputes concerning food safety and consumer protection.

Afghanistan has sought membership in the WTO since 2004 and made significant strides towards accession in both its bilateral and multilateral negotiations in 2013. Afghanistan’s accession to the WTO in 2014 is a possibility but will depend on the pace of its own follow-through on commitments made (such as national legislation that needs to be passed) in 2014. At this time, however, Afghanistan is not yet a WTO member. The following table outlines various actions to be taken after Afghanistan’s WTO accession so that Afghanistan can fully implement the WTO SPS agreement by the end of 2017.

DRAFT ACTION PLAN FOR AREAS UNDER THE AGREEMENT ON SANITARY & PHYTOSANITARY

MEASURES TO BE IMPLEMENTED AFTER WTO ACCESSION

Action Implementation Date

Exhibit 4 Draft RFP Page 15 of 18

Action Implementation Date Analysis of existing regulations and procedures and adoption of amendments or new regulations in line with new SPS laws:

- Law on Plant Protection and Quarantine

- Law on Animal Health and Veterinary Standards

- Law on Food Safety

Prior to end of 2014

Training of relevant officials on new regulations and procedures. Prior to end of 2014 Development of procedures for science-based risk assessment and capacity building related to science-based risk assessment.

Prior to end of 2015

Upgrading and strengthening of quality control, laboratories, quarantine system, and disease and animal health surveillance, monitoring, and inspection.

Prior to end of 2015

Capacity building of MAIL staff on quarantine management, inspection, veterinary surveillance, and animal disease risk analysis.

Prior to end of 2015

Declaration of pest or disease-free areas and areas of low pest or disease prevalence.

Prior to end of 2015

Capacity and new testing methods for drug residues and toxicological, microbiological, and bacteriological tests.

Prior to end of 2016

Opening new quarantine check post and development of pre and post quarantine facilities.

Prior to end of 2016

Harmonization with international standards, guidelines, and recommendations (Codex Alimentarius, OIE, and IPPC).

Prior to end of 2017

Control, inspection, and approval procedures for all SPS measures. Prior to end of 2017

The Contractor will include an approach to Food Safety in the Hazard Analysis and Critical Control Point plan (see below.)

General Standards – Safety The Contractor will be responsible for establishing a Safety Program within the food service operation as part of the overall Program Management Plan. The program will include initial training of all personnel, and periodic refresher courses with updates and will be documented. Accommodations should be made for Local Nationals who are not fully competent in English.

The Contractor’s Safety Officer will collect and maintain a current file onsite of Material Safety Data Sheets (MSDS) on all chemicals used in the Cafeteria, and shall be ready for inspection by the COR or DOS safety officer at any time. Proper handling of all chemicals will be followed by workers.

Appropriate safety apparel will be used when handling chemicals, hot items, and in the process of cooking.

Accidents involving personnel injury or significant damage to equipment and facilities should be investigated, recorded and reported, and reported to the COR. A Safety Report will be part of program and quality assurance reviews, along with actions taken to prevent future similar incidents.

Food Worker Health, Sanitation and Hygiene The Contractor shall follow the most recently published Food Service Sanitation and Public Health Service Publication (USDA Food Code 2009). Further, the Contractor shall meet or exceed the established standards as outlined by the US Food and Drug Administration (US FDA) and US

Exhibit 4 Draft RFP Page 16 of 18

Department of Agriculture (USDA) health codes and regulations relating to food service sanitation and procedures.

The contractor shall ensure the food workers and managers are trained in accordance with the National Restaurant Association ServSafe training and certification program. Additional training will be conducted and documented on a periodic basis, focusing on health, hygiene, food service sanitation and procedures. Accommodations will be made for LNs who are not fully competent in English.

Instructions that are posted addressing hygiene shall be in both English and Dari.

The food workers shall be provided with proper attire by the Contractor, including hair nets and/or head covers when they are performing their duties in the cafeteria. Legible nameplates identifying each employee shall be displayed as part of the uniform. Employees shall be required to change their clothing into the uniform onsite. Sufficient uniforms will be provided to allow changes. Uniforms shall be laundered on a regular basis. 3

All workers employed by the Contractor shall be physically able to perform their assigned work, and shall be certified as free from communicable diseases as determined by a medical examination performed at no cost to the government. The exams will be part of the personnel folder and made available on demand to the Regional Medical Officer (RMO), COR, or other appointed authority.

The Contractor shall develop and utilize a Hazard Analysis and Critical Control Point (HACCP) plan tailored to the menu plan to periodically assess and prevent potential food safety hazards. Any suspected outbreak of human illness among employees is to be reported immediately to the ALiSS COR and RMO. A suspected outbreak of human illness results when two or more persons have common symptoms that may be associated with contaminated water or food, or other adverse environmental conditions. Any such incidents should be included in the program management and quality assurance reviews. The HACCP plan will be submitted to the DOS for approval.

The Contractor shall develop and maintain an inspection system intended to ensure standards of health, sanitation and cleanliness, and include written records of inspections made. These records will be made available to the COR upon request, and results should be included in quality assurance reviews.

8.0 EQUIPMENT/MATERIALS/SUPPLIES

See TO-001, Exhibit 4a (This attachment will be provided at the time of the release of the RFP.).

9.0 TRANSITION FOR CAFETERIA AND SNACK BAR OPERATIONS

This period, falling within the base year, is from the time of award until the Food Operations can migrate to a Firm-Fixed/Fix Unit Price (FUP). DOS estimates this time period will be approximately 6 months, but will be determined in negotiations. Each offeror should address the timeline in both the Transition Plan and the Food Operations Plan, providing an estimate on the total migration dates with key milestones, and how the cafeteria and snack- bar will be managed during the Base Year.

3 Uniforms and associated items and their maintenance and cleaning are a cost to the Contractor under the Firm Fixed Price for the Task Order and are not to be separately purchased and billed as part of the Cost Plus purchases.

Exhibit 4 Draft RFP Page 17 of 18

During the Base Year, the Task Order for Food Operations in Afghanistan will be a Firm Fixed Price for operations, which should allow for all labor and associated costs. This period will allow staffing up, training, transitioning from the incumbent to the new Contractor, shift from the DLA supply and LOGCAP contract to the Contractor supply system, modifications to the floor lay-out and customer management in the dining areas and food lines, menu development, installation and testing of an enterprise-wide Customer Relationship Management system; and study of the cost of operations for negotiating a FUP.

DOS anticipates 60-day demobilization for the incumbent contractor that must be completed before December 31, 2014. The Contractor is expected to begin performance on January 1, 2015.

DLA requires a 180-day notice for transfer from the existing DLA support contract. The date they are officially notified by DOS starts the clock. The drawdown will be a glide-path with predetermined reductions in headcount. At a certain date, possibly day 120, items on the DLA list will no longer be carried, or Not-In-Stock.