Attachment 1 - Draft Statement of Work.pdf

PACAF-AFIMSC (Det 2) 15 August 2022

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Facility Sustainment Restoration and

Modernization (FSRM) Program Engineering Support Services

Statement of Work (SOW)

PACAF Theater of Operations (AFIMSC Det 2)

Version 3.0

The Architect-Engineer’s responsibility for contract correspondence is directly to the Contracting Officer via the Contract Specialist. Any requested change/deviation in the Statement of Work (SOW) must be brought to the attention of and/or approved by the Contracting Officer. In no case shall any person other than the Contracting Officer make changes to the contract SOW. All changes to the work definition/schedule shall be accompanied by modification to the contract by the Contracting Officer

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TABLE OF CONTENTS

SECTION 1: BACKGROUND

SECTION 2: GENERAL DESCRIPTION OF SERVICES

SECTION 3: STATEMENT OF SERVICES REQUIRED

SECTION 4: CLIN (WITH TIERS) STRUCTURE EXPLANATION

SECTION 5: CONTRACT REQUIREMENTS

APPENDIX A: SUMMARY SCHEDULE OF DELIVERABLES

APPENDIX B: ESTIMATED WORKLOAD DATA

APPENDIX C: REFERENCES - PUBLICATIONS

APPENDIX D: GENERAL ABBREVIATIONS

SECTION 1

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1.1. BACKGROUND. In 2015, due to budgetary constraints, the US Air Force (USAF) made a significant strategic decision to centralize almost all mission support functions across the AF enterprise. The Air Force Installation Mission Support Center (AFIMSC) was established and tasked with oversight and execution of this new concept of operations. Consequently, the supporting Major Command (MAJCOM) staffs were reorganized and reduced, as AFIMSC began to manage direct support to all individual USAF bases. Headquarters AFIMSC established “storefront” offices within each MAJCOM, referred to as detachments, with direct access to both local staff and centralized headquarters. However, funding challenges, personnel reduction, and experienced civilian retirements left many military installations, MAJCOMs, and AFIMSC detachments short on corporate knowledge, specifically in Civil Engineer (CE) related project planning and programming. Overseas staffs were impacted most significantly because of theater mission complexity and diversity, access to contractors, tyranny of distance between air bases and headquarters, rotational nature of military and civilian personnel, and the declining average age of most infrastructure systems across OCONUS bases.

Given these challenges and the overall Facility Sustainment, Restoration and Modernization (FSRM) program (and associated business rules) complexity, AFISMC Detachment 2 (simply referred to as Det 2) and PACAF/A4C have requested targeted professional Architecture and Engineering (A&E) Service support to assess and assist the overall FSRM program both at the MAJCOM and Wing level (with directed assistance to the Base Civil Engineers (BCE)). In addition, the A&E will provide a comprehensive strategy to address scope, schedule, and budget more adequately throughout the planning, programming, acquisition (specific focus on early fiscal year project time on targets), and preliminary execution phases of the centralized and decentralized Operations and Maintenance (O&M) projects cycles.

Partnering with the installations, the A&E Service support will facilitate project planning, programming, and prioritization strategies across multiple fiscal years (FYs) at the installations specified in this Statement of Work (SOW) along with PACAF/A4C and AFIMSC/Det 2.

Following this phase, the SOW addresses actions to implement the FSRM program recommendations enabling and posturing projects across an approximately 5-year award advocacy cycle.

SECTION 2

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2.1. GENERAL DESCRIPTION OF SERVICES. The primary intent of the A&E Services is to bridge the PACAF FSRM program gap created by theater complexity, lack of experienced work force continuity, and specialized engineering personnel shortfalls. The scope of this SOW is a multi-year (across program fiscal years) “cradle-to-grave” examination of the MAJCOM’s FSRM Program…ranging from infrastructure requirements generation and/or Integrated Priority List (IPL) process/strategies to project planning, programming (with associated and/or necessary documentation), targeted design, cost estimates, and project execution rates. The term FSRM program refers to both the centralized and decentralized O&M funding streams originated from HQ AFIMSC. Air Force Instruction (AFI) 32-1020 and other associated directives/regulations are the driving guidance documents behind this A&E Contract effort. The Air Force Comprehensive Asset Management Plan (AFCAMP) is the process used for FSRM requirements prioritization & budgeting to govern allocation of centralized funds. The term Integrated Tasking Order (ITO) represents the collective combination of the following tasking orders (included for this SOW): Planning Tasking Order (PTO) and Construction Tasking Order (CTO). The professional support services approach will be achieved utilizing a multi-faceted strategy. In general, the overall methodology will focus on five (5) major areas within the FSRM program for the command. Detailed actions are focused generally in the following areas:

1) Analyze current overall FSRM program strategically at the MAJCOM level and tactically at each individual installation specifically identified in this SOW (considering HQ AFIMSC and AFCEC inputs and perspectives).

2) Thoroughly assess the existing program, articulate shortfalls, and develop a targeted gap analysis mitigation strategy per installation (i.e., Where are the challenges? What are the contributing shortfalls? What is required to narrow the identified gaps, etc).

3) Tailor individual bases, partnering with the BCE, to provide an Analyses of Alternatives (AoA) and potential solutions that close the gaps identified during the assessment.

4) Recommend detailed Courses of Action (CoA) to improve the FSRM program per specific installation and at the MAJCOM, as necessary.

5) Provide prioritized (tiers) and targeted professional services that execute near-term solutions and address longer-term strategies to act as a force multiplier for the BCEs and the MAJCOM (A4C and Det 2) staff. Consider “near-term” as projects (and associated/directed actions) included in the FY24, FY25, and FY26 budget years. Longer term is defined as strategies and specific executable actions toward the FY27, FY28, and FY29 budget years. Specified contract deliverables, as described in Appendix A and Appendix B for all fiscal years should be included in the bid as CLIN 0001. However, if contract scope reductions are required, Tier 1 is the highest priority, therefore, alterations/negotiations should start with Tier 7 and work backwards. Note that bona fide need requirements are met because AFCAMP business rules mandate that prioritized FSRM projects are submitted for consideration over a five-year program period.

Tasks completed in this SOW are considered current fiscal year requirements that enabled efficient award and obligation in the particular year of execution.

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This SOW does not include planning and programming for Military Construction (MILCON), Unspecified Minor Military Construction (UMMC), or other non-FSRM Programs. However, during the assessment phase, considering potential MILCON and UMMC projects may be necessary to thoroughly guide planning and programming efforts for an optimally integrated engineering program and design of future year PTO and CTO projects IAW base master plans.

This comprehensive study and analysis will identify and evaluate a range of locations within the PACAF theater. The following installations are considered the priority and include:

Kunsan-8th Fighter Wing (Korea), Misawa-35th Fighter Wing (Japan), Andersen-36th Wing (Guam), Eielson-354th Fighter Wing (Alaska), Yokota-374th Fighter Wing (Japan), and the PACAF Regional Support Center-611th (Alaska).

The following locations are not included in the primary tasks associated with this SOW until Tier 7: Hickam (Hawaii), Osan (Korea), Kadena (Japan), and Elmendorf (Alaska). However, for the A&E Services Contractor to provide an accurate MAJCOM level assessment, FSRM information may be required from these bases. Much of the data can be acquired through PACAF/A4C, Det 2, or reach back to HQ AFIMSC and/or AFCEC.

2.1.1. Professional Engineering Support Services (referred to as A&E Services) during task order (i.e. deliverables identified in this SOW) execution will engage/assist efforts with, but not limited to, the following offices within Civil Engineer Squadrons: (1) Installation Management Flight,

(2) Installation Engineering Flight, (3) Requirements & Optimization Flight, and (4) Operations Flight (as required). It is also imperative to coordinate all tasks with PACAF/A4C and AFIMSC Det 2 in support of MAJCOM bases and any attached, geographically separated units or other related real property under the control of the command.

A&E Services are performed in accordance with (IAW) all applicable Unified Facilities Criteria (UFC), Department of Defense (DoD), Air Force (AF), International Building Code (IBC), host nation (Status of Forces Agreements, other international agreements, etc), and federal, state, and local codes. Provide required personnel for planning, programming, assessing data management, training (as required), and compliance requirements for the CE functions detailed in this SOW.

Assist with integrating various functional master plans and Activity Management Plans (AMP) to help CE Squadrons create a more effective Base Comprehensive Asset Management Plan (BCAMP). A&E Services shall provide requirements development, planning, and programming phases of a project. A&E Services shall make recommendations for populating, updating, and managing data and reports from current, and government designated replacement database system(s), and other data collection systems for the designated CE system, utilizing current government system, for example NexGen Information Technology (NexGen IT).

2.1.1.1. A calendar / schedule showing exact dates of submittals shall be provided to the Government Program Manager (PM) within 30 calendar days of the award date. Ideally, this will be discussed in-depth at the Pre-Performance and/or Initiation Meeting. A revised calendar / schedule shall be submitted with the A&E Contractor’s invoice and distributed to the Government PM on a monthly basis, reflecting any subsequent changes. This schedule shall reflect the Statement of Services Required in this SOW. This schedule is not intended to be a

6 | P a g e critical review of the A&E Contractor’s internal processes. Instead, it is to coordinate collective stakeholder pertinent information, such as meeting dates, when installation input such as information or review comments are due, etc.

2.1.1.2. The A&E Contractor shall produce meeting minutes in electronic format for all major stakeholder meeting attended and distribute them to the Government PM no later than 14 days after the meeting.

2.1.2. Integrated engineering expertise and functional knowledge required:

The information discussed in this sub-section is critical to understanding and interconnecting all the facets of civil engineering infrastructure responsibilities. The CE Squadron is the conduit for almost all project requirements generation no matter how diverse, complicated, or emerging. CE personnel must examine the validity of each project and assess how it directly impacts an installation’s specific mission. Specific work force competencies are fairly straight-forward, however, discerning which of the aspects in the following sections impact the planning, programming, and execution of any FSRM project is crucial to the successful effort of this SOW.

2.1.2.1. Qualified Personnel.

Provide fully trained, qualified, and/or certified/licensed engineers to meet mission needs and FSRM program requirements. A&E Services personnel shall be able to read, write, speak, and understand English. The A&E Services proposed engineering positions must be submitted in writing to the Contracting Officer (CO) for approval within 30 calendar days of contract award and must be approved.

Credentialed personnel. The A&E Services contractor shall ensure positions are filled by the start date of full contract performance. The personnel must have valid credentials (and experience with DoD FSRM (O&M) Programs) to ensure personnel possess appropriate levels of education, experience, expertise, installation access, and ability to obtain required Government security clearance, as required. A&E Services contractor shall ensure continuation of services during period of performance to minimize the impact to the Government.

Properly trained, equipped, and meet safety requirements. The A&E Services contractor is responsible to ensure compliance with safety and health standards by all subcontractor employees (if applicable) as well throughout the duration of this SOW.

Program Management shall be physically and/or remotely present during normal duty hours (adjusted for time zones) for all scheduled meetings, interviews, etc. These individuals shall be responsible for the overall management and coordination of this contract and shall act as the central point of contact with the Government PM and CO. The Program Manager(s) shall have full authority to act for the A&E Services on all contract matters relating to daily operation of this contract. The Program Manager(s) shall be available after notification when contract performance occurs outside normal duty hours.

2.1.2.2. Installation Management. Ability to assist Installation Management Flight as necessary to address base encroachments issues as they relate to FSRM project requirements, planning and

7 | P a g e programming. In addition, assist in space allocation and utilization techniques during project requirements process, especially with Demolition and Consolidation initiatives.

2.1.2.3. Installation Engineering. Ability to assist with base Portfolio Optimization. Provide technical assistance with investment planning management through base comprehensive planning, project planning, and requirements integration. Investment planning is the key business process used to plan and prioritize investments and quantify the organizational risk when funding levels do not enable all funding of investment. Recommendations on final integration for the BCAMP. Recommended requirements prioritization and help prepare programming documents for project execution as needed. Recommended engineering inputs into government-designated systems, to include but not limited to NexGen IT, Sustainment Management Systems (SMS) such as BUILDER, PAVER, and GeoBase and other data collection systems as required.

2.1.2.4. Community Planning knowledge and recommendations as it relates to the FSRM project planning phase. Ability to assist with and help integrate comprehensive planning for the installation including developing, maintaining, and limited changes to base plans such as the Installation Development Plan (IDP) and, Area Development Plans (ADPs), etc. Review and analyze the IDP during the initial program assessment phase of the contract. Refer to the IDP and assist personnel decipher/utilize long-range plans, construction programs, and land utilization through the facility siting. Evaluate if plans are complete, accurate, and current as mandated by regulations and higher headquarters guidance. Review and comment on the latest version of base specific infrastructure assessments performed by the Government. Ensure that proposed projects, designs and work underway conforms to the IDP, mission requirements, and provide recommendations.

2.1.2.5. Facility Siting Requirements evaluation criteria. Ability to assist in investigating site conditions, perform constraints, and opportunities analysis of proposed siting action, as it relates to specific FSRM priorities on the PTO/CTO. Check if project sitings are consistent with land use plans and IDP integration. Check if the base developed alternatives for siting action and prepare siting approval documentation and coordinated proposed siting actions with required functional personnel.

2.1.2.6. Airfield Planning/Airfield Obstructions Program. Examine preparation and coordination on project sitings to avoid encroachment into established airfield clear zones, as applicable within the FSRM planning and programming actions.

2.1.2.6.1. Knowledge on Encroachment Management/Air Installation Compatible Use Zone (AICUZ) and Installation Comprehensive Encroachment Management Action Plan (ICEMAP) as it related to FSRM project development, justification, and prioritization.

2.1.2.7. Space Optimization and Utilization knowledge. Ability to assess development and implementation of space optimization goals and objectives that reflect AF policies and goals.

Check management, assessment, and validation of existing requirements, to include, for example, facility space use surveys, needs assessment, consolidation opportunities, and requirements validation as they relate to FSRM project planning and programming.

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2.1.2.8. FSRM Program Development experience. Ability to assist in development of specific program plans (consider five-year IPL program at the installation and MAJCOM levels) for facilities, infrastructure, traffic, airfields, etc. Assist in developing and recommend programming documents for projects discussed and prioritized at the base Facilities Board. The objective is to get a multi-year actionable/executable FSRM Program approved by the Facilities Board.

Evaluate development of all required FSRM project programming documents for base (BCAMP), wing, and MAJCOM (MCAMP) priorities regarding the CTO and AFCAMP process.

Work closely with the BCAMP Manager and AMP Managers to articulate risk exposure for different funding levels and funds allocation based on prioritized mission criticality and dependency. Ensure FSRM project data includes a detailed cost estimate, requirement, justification, impact if not provided, and other information as directed.

2.1.2.9. FSRM Project Programming experience. Ability to assess the process for acquiring the authority, resources, and funding necessary to accomplish planned FSRM work. Assist with programming contracted projects in government directed funding programs within the O&M portfolio. Assist with development of programming documents (e.g., DD Forms 1391, etc.) for all FSRM projects submitted for fiscal year and strategize for CTO and multi-year IPL requirements. Assess whether project development and facility requirements are determined in conjunction with the Base General Plan/Installation Development Plan, Civil Engineering Work Request, AMPs, user/customer mission requirements, and other means. Assist with compiling, developing, and maintaining comprehensive, complete requirements documents and cost estimates that facilitate the planning, programming, design, and construction of facility projects.

Help complete accurate project programming indicating refined, identified, and validated project scopes and cost estimates. Programming documentation and strategies should correspond with award Time on Targets (ToT) goals in the 1st and/or 2nd quarter of each fiscal year (FY).

2.1.2.10. Base Comprehensive Asset Management Plan (BCAMP) evaluation and assessment experience. Ability to examine and evaluate BCAMP development and maintenance. Ensure the BCAMP reflects the base prioritized asset investments to include, for example, capacity, reliability, security, operations, maintenance, and renewal projects in a cost effective, sustainable, and defendable program; quantify risk to support mission readiness. Help identify and prioritize issues and related action plans within the BCAMP (MCAMP for PACAF).

2.1.2.10.1. Base Activity Management Plans (BAMP) support. Ability to assess BAMP management to determine if development is consistent and transparent prioritized list of investment needs (projects) for each of the activities. Assess if BAMPs are accurate, up-to-date and reflect AF asset management and asset optimization principles. Help ensure government legacy systems are updated to include, for example InfoPath, NexGen, SMS (such as BUILDER, PAVER, AND GeoBase), etc.

2.1.2.10.2. Facility Sub-AMP Activities. Ability to examine the coordination efficiency with AMP Managers and AMP Integrators to ensure all issues, overarching systems and process problems are clear and logged in government designated data system for Facilities Structures/Finishes and Land Management Sub-AMP Activities. Assist with physical features, 9 | P a g e cost accounting, asset performance and life cycle programming data is accurately associated with those specific Facilities Structure/Finishes and Land Management Sub-AMP Activities.

2.1.2.10.3. Assess all AMP and Sub-AMP portfolio activities at the installation level. Evaluate if recommendations and/or decisions from the AMP working groups are vetted upward through the unit's asset management structure. Assess whether appropriate members from across the squadron and installation are assigned to and actively participate in AMP working groups.

Facilitates integration of AMP plans, requirements, and priorities into the BAMP, BCAMP, and MCAMP. Assists in defining/prioritizing FSRM projects within the respective activity, and identifying and working to resolve issues

2.1.2.11. Key Performance Indicators (KPIs) knowledge. Examine the utilization rates of AF and higher headquarters KPIs, to measure performance of CE activities. Determine where the installation is not achieving stated indicators, employ gap analysis of the BAMP, BCAMP, and MCAMP to improve life cycle investment strategies.

2.1.2.12. Return on Investment (ROI) Analysis. Ability to evaluate ROI development and implementation efforts that support asset optimization principles, utilizing AF and Higher Headquarters guidance and tools, as well as incorporating industry “best practices.” Recommend appropriate level of facility investment and identify facilities at the lowest life-cycle cost to support the installation mission, as it related to the FSRM Program goals and objectives.

2.1.2.13. Energy and Utilities Management incorporation recommendations. Determine which energy and utilities optimization initiatives are being incorporated during the FSRM project planning and programming phases. Ensure the energy manager is consulted and base master plans include energy efficient innovations and cost savings data early in the planning and programming process, as applicable and determined to be cost effective.

2.1.2.13.1. Energy Programs and Projects. Determine whether energy projects (as they relate to projects within the FSRM PTO/CTO development process) as identified and coordinated by the Resource Efficiency Manager (REM) are synchronized with CTO/IPL development strategies.

Ensure energy managers have responsibilities that include review of all studies, designs, and capital investment projects to ensure energy savings strategies.

2.1.2.14. Project Management experienced recommendations. Ability to provide an A&E staff (not imbedded in CE Squadron) with adequate experience with DoD (and USAF) FSRM planning and programming. Assess and assist with FSRM planning, programming, acquisition, and examine current and prior year execution data from cradle-to-grave perspective including CE and CONs requirements, milestones, and timelines. Check SOW compliance with all applicable and most current OSHA, EPA, NFPA, Foreign Governing Standards (as applicable) DoD, AF, federal, state, and local codes, and requirements. Recommend an accurate project design and planning program that includes programmed and non-programmed mission requirements based on government approved prioritization listing. Assess current FSRM Base to Command Brief accuracy, integration, and strategy. Check population, maintain, update, generate, and manage data and reports from current and government designated replacement database system, for example NexGen IT, and other data collection systems as required.

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2.1.2.15. FSRM Design and Project Management experience. Check design requirements for current and future FSRM requirements within the installation (and MAJCOM) PTO, CTO and IPL build program. Assist in coordination efforts with AFIMSC and AFCEC as necessary to establish prior project data and trends. Check scheduling and review of planning charrettes and follow-on design review requirements necessary for planning and programming. Check to ensure the community planner, programmers, engineers and architect, and other specialty personnel as required participate in charrettes/reviews and provide written comments by all involved.

2.1.2.16. Air Force Strategic Vision and Transformation Initiatives. Ability to recommend activities that support the strategic vision and evolving requirements to integrate AF Transformation requirements into integrated planning functions with the approval of the BCE and higher headquarters, as required. Utilize existing and new tools and processes to include for example, Mission Dependency Index, Facility Condition Index, Facility Condition Assessments, AMPs, BCAMP, MCAMP and Integrated Dashboard (I-File).

SECTION 3

3.1. STATEMENT OF SERVICES REQUIRED. Section 2 of this SOW provided a broad comprehensive overview of A&E Services required to successfully execute the tasks within the context of a PACAF Civil Engineer Squadron. Efficiently integrating and collaborating all the complicated engineering variables into one coherent planning and programming strategy is the key to success of this SOW. The following information in Section 3 describes specific measurable tasks necessary for execution in the specified period of performance with a substantial impact on future fiscal year project requirements. Advanced (and forecasted) project planning and programming is essential for an AF FSRM program to be ideally postured to procure and obligate O&M in the most efficient and timely manner. Ideally, the program is a well-coordinated effort between the installation, AFCEC, and the MAJCOM.

3.1.1. Period of Performance

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All work required to complete CLIN 0001 shall be completed no later than 30 months after Contract Award. However, CLIN 0001 (Tier 1) shall be completed within six (6) months of the Notice to Proceed (NTP). Additionally, CLIN 0001 (Tiers 1-6) shall be completed within 24 months of the NTP. The balance of CLIN 0001 (Tier 7) will be completed within the remaining contract timeframe on the contract.

3.1.2. Task Specific Requirements

3.1.2.1. Base Task I – Project Initiation Meeting and Kick-Off Briefing

3.1.2.1.1. Project Initiation Meeting. The A&E Contractor will develop meeting materials (agenda, applicable slides as necessary, etc.) as part of the virtual meeting arranged by the A&E Contractor by web conference (or hybrid with in-person representation as feasible), which shall be held within 30 calendar days after contract award and coordinated with the Government PM.

The A&E Contractor shall confirm all meeting attendees are able to use the same web conference platform prior to the meeting. The purpose of the project initiation meeting is to identify the core project teams, review project scopes and communication protocol, review project execution schedule and FSRM project data collection requirements, identify potential challenges, discuss completion of a program root cause analysis, and other required tasks.

In addition, the meeting is to obtain information for work plan development; discuss other specifics of all tasks; establish procedures for base access; task scheduling; and request required Government Furnished Information (GFI) on the data requirements list not yet furnished. The Government shall provide the Contractor with the most current electronic files as available (hard copy, as necessary) and provide access to all relevant FSRM project planning and programming information available. This meeting should also set tentative dates for the follow-on meetings required. The A&E Contractor will coordinate with all stakeholders on date and time of meeting.

3.1.2.1.1.1 Task I Initiation Meeting Deliverables:

1. Project Initiation Meeting Minutes

2. Initial Project master schedule

3. Government Furnished Information list

3.1.2.1.2. Project Kick-Off Briefing. The A&E Contractor will plan, coordinate, and conduct a Kick-Off briefing following the project initiation meeting. The general purpose of the Kick-Off briefing is, but not limited to:

- Inform leadership and key stakeholders of project parameters

- Reiterate to all stakeholders the stated purpose and benefit of the A&E Contract effort

- Introduce all parties involved in the planning effort and communicate roles and responsibilities

- Present project goals, objectives, key project milestones, and proposed schedule

- Provide customer with an opportunity to update the A&E Contractor with any new and relevant information/guidance and for the A&E Contractor to ask pertinent questions

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- Review any data received and identify due outs or data gap analysis

In addition, the purpose of the meeting will also include a discussion of the contractor’s draft Project Management Plan (PMP). A refined program master schedule and meeting minutes will be developed by the A&E Contractor as part of this task and must be submitted no later than 14 calendar days after the meeting is held for review and comment. Additionally, the briefing will include a discussion of an initial FSRM Program Assessment (as a MAJCOM and per installation) by the A&E Contractor, a foundational task. The results of the assessment results may drive several future modifications to the PMP. However, any problematic root causes discovered provides an ideal vector to target appropriate Analyses of Alternatives and ultimately, desirable Courses of Action to increase PACAF’s FSRM Program effectiveness.

3.1.2.1.2.1. Task I Kick-Off Briefing Deliverables:

1. Draft Kick-off Briefing read-ahead materials/presentation

2. Final Kick-off Briefing read-ahead materials/presentation and hard copies for the Briefings

3. Minutes from Kick-off Briefing (2 weeks after the completion of the meeting)

4. Government Furnished Information (GFI) list of outstanding data needs and gap analysis

5. Generate and submit Requests for Information (RFI) based on meeting discussions

3.1.2.2. Base Task II – Develop Project Management Plan (PMP)

3.1.2.2.1. PMP. The Contractor shall submit an initial PMP calendar days after contract award.

The PMP will be submitted to the Government PM who will distribute to the points of contact (POC) as listed in Section 5.8 of this SOW. The Government comments to the draft PMP will be reviewed during the Contract Kick-off Meeting. The contractor shall resolve review comments and submit the Final PMP as a pdf via email to the Government PM within 14 calendar days after the Kick-off Meeting. Future tasks shall be incorporated into the MSR upon award. The PMP shall outline the Contractor’s execution plan and shall, at a minimum include the following:

- Names of A&E Contractor personnel, number of teams and the labor categories and responsibilities of individual members

- Matrix of individual team members and aggregate tasks being performed in support of this scope of work

- Proposed execution schedule based upon the performance period listed herein. A&E Contractor shall provide a sample meeting in-brief meeting agenda slide

- Technical Approach

- Roles and Responsibilities

- Organization and integration of the project team

- Schedule management and project controls

- Quality Management

- Stakeholders/POCs

- Project Communications

3.1.2.2.1.1. Task II Deliverables:

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1. Draft PMP

2. Final PMP

3.1.2.3. Base Task III – PACAF FSRM Program Assessment

3.1.2.3.1. FSRM Program Assessment. The purpose of the assessment (data collection) phase is to establish baseline data and collect critical inputs from AFIMSC, Air Force ICC, AFCEC, PACAF/A4C, AFIMSC Det 2, and PACAF installations for the Root Cause Analysis, a detailed AoA, and ideally targeted CoA recommendations. This will build on the initial data call through a series of interviews and hands on exercises. The Assessment Report should include an Executive Summary, Results, and Conclusions, etc.

3.1.2.3.1.1. Task III Deliverables: Program Assessment

1. Provide Draft FSRM Program Assessment Report

2. Provide Final FSRM Program Assessment Report

3.1.2.3.2. Desktop Review. The A&E Contractor shall collect and review FSRM Government Furnished Information (GFI) provided. This data will derive from multiple sources to include AFIMSC, AFCEC, Air Force ICC, PACAF/A4C, AFIMSC Det 2, and specified PACAF Contracting Organizations, CE Squadrons, Flights, and individual Sections. FSRM project discussions should initiate at the specific requirement, then proceed through the planning, programming, CTO/IPL submission stage, approval, as required, and to the initial acquisition phases (i.e., establishment of Time on Targets, project prioritization, cost estimates, etc). Initial discussions and draft reporting on potential process/program gaps identified during early tasks.

The resulting draft report based on conversations should be submitted for comments within 14 days of task completion. The final report should be submitted for comments within 30 days after stakeholder comments are received.

3.1.2.3.2.1. Task III Deliverables: Desktop Review

1. Compile Draft Desktop Review Report

2. Provide Final Desktop Review Report

3. Draft Gap Analysis Report

3.1.2.3.3. FSRM Brainstorming Sessions. The A&E Contractor shall facilitate a participatory stakeholder brainstorming session to assist in establishing goals and to define the desired future end state, identify stakeholder priorities, operational requirements, etc. The goal of the sessions is to develop short-, medium-, and long-term goal(s) and strategic objectives for planning and programming FSRM projects to build a more effective BCAMP and MCAMP, and to be more competitive for funding within the PTO/CTO process. Stakeholders involved for sessions mirror those in the desktop review, however, specific squadron (or MAJCOM) personnel are the primary participants. This will ensure tailored inputs based on the state, country, and/or region involved in the overall process. Targeted stakeholders per installation also provides valuable information on how well all stakeholders involved in the BCAMP/MCAMP build and PTO/CTO

14 | P a g e process are communicating and coordinating. Outputs for the brainstorming sessions serve as inputs for the analysis conducted in subsequent tasks.

3.1.2.3.3.1. Task III Deliverables: Brainstorming Sessions

1. Draft Brainstorming Session Agenda

2. Final Brainstorming Session Agenda

3. Conduct stakeholder Brainstorming Session Event

3. The A&E Contractor shall submit a brainstorming session synopsis within two (2) weeks to summarize findings including vision, goals, and objectives, and potential AoA and CoA development

3.1.2.3.4. Stakeholder Interviews. The interviews are a critical portion of the FSRM Program Assessment effort. Questionnaires will be developed and sent to key stakeholders and interviews (virtually and/or in-person) will be conducted to document mission, functional adjacencies, supporting spaces, mission-specific needs, organizational relationships, and other special space utilization requirements, as well as any command considerations. For example, installation specific infrastructure assessment (report) results should be provided as GFI and thoroughly discussed with contractor and government stakeholders. Careful consideration should be given to those stakeholders (offices/task groups) mentioned in Section 2 of this SOW. An interview should be defined as all major discussions with collective installation stakeholders rather than individual personnel/office discussions. For example, the A&E Contractor will determine and submit travel requirements required for locations specified in this SOW. Approved travel to, for example Misawa Air Base, will include “interviews” (or via other media) of all required personnel at the base to ensure necessary information is collected.

The A&E Contractor will develop a draft questionnaire three (3) weeks prior to the commencement of the interviews for review by the Government. These questions will serve as a guide; interviews will not be limited to those questions. The A&E Contractor shall prepare minutes of each meeting and site visit but will guide discussions. The interviews will include site visits of relevant facilities and windshield surveys, as needed. The A&E Contractor will use photographs, diagrams and narrative to document and illustrate relevant issues, as required.

The Site Visit Report will include detailed interview notes and observations from the site visit (to be included in the final deliverable).

3.1.2.3.4.1. Task III Deliverables: Stakeholder Interviews

1. Draft interview questionnaire

2. Final interview questionnaire

3. Draft Stakeholder Interview Report

4. Final Stakeholder Interview Report

3.1.2.4. Base Task IV – Monthly Status Reports

3.1.2.4.1. Monthly Status Report. The Contractor shall prepare monthly status reports (MSR)

15 | P a g e for this SOW and provide to the Government PM no later than the fifth (5th) calendar day of each month of performance. The MSR shall contain the following information:

- Project Name, Location and Contract/Task Order identification

- Day/month/year of MSR

- Points of Contact

- Contract Number and Task Order Number

- Number of Personnel support task order award

- Correspondence and meeting minutes recording events during the monthly period.

Describe discussion, unresolved issues, and conclusions determined during discussion

- A brief narrative description of the progress made for each project during the reporting period directly related to this statement of work and the Project Management Plan.

- Percentage of all work and specific tasks accomplished and to be accomplished within the next reporting period.

- The Contractor shall develop a standardized format outlining task paragraph reference, date completed, date acknowledged and accepted by the Contracting Officer’s Representative (COR), with task percentage allowance IAW this statement of work.

- Itemized schedule IAW format presented in the task order SOW and as approved by the COR. Basis of approval will be consensus of kickoff schedule by the installation and the contractor; and production and review schedule as coordinated during official on-site meeting. Any contractor proposed changes to schedule shall be submitted solely to the Government PM before contacting team participants.

- Itemized meetings (proposed or conducted) that have and have not been accepted by Contacts in the task order statement of work.

- Itemized critical and routine issues (and resolution). Critical issues must be relayed immediately in writing and/or telephonically to CO, Government PM, and COR.

- Identification of any potential issues (and a plan for their resolution), any outstanding or new issues.

- Indicate all significant conferences, meetings, discussions, verbal directions, and telephone conversations relative to this statement of work.

- Percentage of completed tasks to total tasks

- Summary work actions accomplished within same month

- COR approved Task Execution Schedule. Any required deviations to report actual schedule shall be preapproved by the COR prior to reporting on the MSR Baseline schedule – the original schedule accepted by the customers and

COR.

- Concise summary of tasks completed during the reporting period.

- Issues or constraints that required either policy decisions or Contracting Officer or

COR guidance.

- MSR shall not contain cost information. MSR shall be attached to each progress payment request and final payment request.

- Work to be performed during the upcoming month

The Monthly Progress Report shall be reviewed by the contractor, Government PM, and

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Installation POCs each month on a web conference and/or teleconference as established by the PDT during the Contract and individual Installation Kick-off Meetings. The Contractor will be required to prepare and submit an agenda and prepare and submit meeting minutes for each monthly status reporting meeting held.

3.1.2.4.1.1. Task IV Deliverables: Monthly Status Reports

1. Submit Monthly Progress Reports

3.1.2.5. Base Task V – FSRM Project Requirements Validation

3.1.2.5.1. FSRM Project Requirements Validation. The future development strategy to provide facilities and infrastructure for the PACAF FSRM Program (installation focused projects) should be based on an objective analysis of future requirements to develop a fully auditable and executable plan. Requirements in this context include facilities of all types as well as utility infrastructure and site civil improvements, etc. The A&E Contractor shall evaluate the documentation process and assist each installation identified in this SOW with the requirements development process, considering work scope, funding sources, fiscal year prioritization, etc.

The A&E Contractor shall assist each installation (CE Squadron) in the submission of draft requirements to the Government for preliminary review and approval prior to development of the Final Requirements. The A&E Contractor in coordination with the units will utilize the requirements for building the AoAs, essentially options for how the information is used to generate projects that best support the air base mission objectives. Data provided should be of sufficient detail to understand the components that make up the scope/space requirement and the impact on the requirement.

The A&E Contractor shall submit the draft project requirements (in include space), including detailed calculations, to the Government for review within three (3) weeks after completing specific tasks (See Appendix A and B). The Government will have two (2) weeks to review and comment. The A&E Contractor shall include the final project (and space) requirements and calculations, along with a descriptive narrative of the requirement, in the relevant sections of the AoA report.

3.1.2.5.1.1. Task V Deliverables: FSRM Project Requirements Validation

1. Submit Draft FSRM Project Requirements Validation

2. Submit Final FSRM Project Requirements Validation

3.1.2.6. Base Task VI – FSRM Planning Charrettes

3.1.2.6.1. FSRM Planning Charrettes (PC). The purpose of a Planning Charrette is to produce complete and accurate DD Form 1391 and/or Conceptual Charrette Report (C2R) for FSRM following the latest Air Force guidance and Charrette Report Template (Verify with US Government), that accurately captures the required scope, justification and cost of a project with all supporting documentation and analysis ready for signatures by the Installation staff and

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Commander, and certification by AFIMSC, AFCEC, and PACAF, as necessary by delegation of authority guidance memos.

Planning Charrettes are required to validate specified project requirements, project justification, cost, and site conditions. Planning Charrettes help ensure complete and accurate program requests ready for submission. Planning Charrette products under this contract are the validated and completed DD Form 1391, Class 4 cost estimates, and Charrette Report documents identified in the statement of services for the entire project objective. Planning Charrettes require the contractor to lead the Planning Charrette (selected projects) process to include vertical and horizontal coordination among Installations (with Government PM), MAJCOM, and AFCEC, as required. Depending upon the FSRM project or facility type, coordination with further entities may be required, as necessary or required.

Planning Charrette services under this task order require personnel experienced in conducting, coordinating, and facilitating PCs, preparing and updating all sections of an AF FSRM DD Form 1391, PC Report documents, and all backup documentation to assist the Air Force (BCE or MAJCOM), update the project in ACES-PM and/or NexGen IT, as required. Typical functional roles include facilitation, facility planning, DD1391 programming, civil engineering, site planning, cost estimating, architecture, economic analysis, and energy enhancement planning.

Each functional role does not require representation by a single individual team member, as team members may be assigned more than one role depending upon an individual’s training, credentials, and experience. This practice is encouraged and allows for efficient execution without the loss of expertise. It should be noted that each functional role may require differing levels of involvement and/or attendance during the process. The Contractor’s team must include at least one individual experienced in the completion of all sections of an DD1391 and PC.

The A&E Contractor shall submit draft execution schedule and agenda to the Government PM.

Submittal shall include workshop agenda complete with session timelines and specific customer offices required; draft execution schedule shall identify task milestones, submission dates and review periods in bullet format similar. Contractor will coordinate with installation POC to develop an invitation list to ensure all stakeholders are given the opportunity to attend and participate. Government PM approved agenda and execution timelines shall be conveyed in workshop briefing. The agenda shall be provided to the Government PM at least three (3) weeks in advance of the workshop. Agenda shall outline the entire workshop event schedule with timelines, session topic from in-brief presentation; break-out sessions; and out-brief presentation time. PC preparation is complete upon Government PM acceptance of In-brief presentation & Agenda and confirmation of workshop start date and location with installation and/or Command points of contact, as appropriate.

Upon completion of PC Workshop Tasks and determined acceptable by the Government PM, the PC Workshop shall be conducted in accordance with industry standards and norms. The A&E Contractor shall provide an outline of how each workshop will be delivered.

DD FORM 1391 DOCUMENT REQUIREMENTS. A&E Contractor shall prepare DD Form 1391 documents IAW AFI 32-1023 and AFMAN 32-1084. A&E Contractor shall assemble validated information determined or collected through the Planning Charrette process and shall

18 | P a g e provide the Base Civil Engineer with all information to update ACES-PM and/or NexGen IT.

A&E Contractor shall coordinate among all responsible necessary stakeholders. If the DD1391 is being completed during the PC meeting, the A&E Contractor shall provide a sign-in sheet with all attendee names, titles, and contact information. The A&E Contractor shall lead the completion of the sections that include particular areas of emphasis (and are required for the IPL and CTO – AFI 32-1020), additional guidance, and information in addition to the requirements of all applicable guidance, and are as follows: DD Form 1391 Front Page data, parametric cost estimating, planning and design data, supporting data, criteria for proposed project, energy and sustainability measures incorporated, economic analysis (as required).

The A&E Contractor in conjunction with the installation CE will determine which projects require an Economic Analysis (EA) or EA waiver. The A&E Contractor will assist in the EA adjudication process as outlined by CE and FM guidance and instructions.

3.1.2.6.1.1. Task VI Deliverables: FSRM Planning Charrettes

1. Lead Bases with FSRM Project PC Preparation

2. Lead Bases - Conduct FSRM Project PC

3. Lead Bases - Author FSRM PC Report

4. Lead Bases - Develop DD Form 1391(includes Class III parametric cost estimates and other supporting documentation required)

5. Lead Bases with FSRM Project Class III Parametric Cost Estimates

6. Assist with EA Validation Process for each FSRM Project, as required

3.1.2.7. Base Task VII – Develop Courses of Action (CoA) Analysis

3.1.2.7.1. Develop Courses of Action (CoA) Analysis. The purpose of this task is to identify CoAs that meet the PACAF (A4C and Det 2) goals and strategic objectives identified in the Programming Assessment and Brainstorming Session tasks. The analysis should provide sufficient justification and detail to provide command leadership with the information necessary to confidently determine the preferred solution, and quickly implement FSRM Program improvements at the MAJCOM and installations.

The A&E Contractor shall develop three (3) executable CoAs for submission to AFIMSC Det 2 and PACAF/A4C, and individual installation as identified in this statement of work. In addition, the A&E Contractor shall provide a recommended CoA based on the FSRM Program Assessment (provided GFI), Gap Analysis, Root Cause Analysis, individual Desktop interviews, and Brainstorming Sessions. The CoA should consider the overall MAJCOM FSRM Program and address each individual installation that was evaluated. Costs to implement solutions above and beyond this SOW and follow-on task recommendations for sustained program improvement, as defined by planning and programming efficiency and increased success rates acquiring funds through the PACAF BCAMP and MCAMP build within the CTO process.

As part of the analysis, the A&E Contractor will provide the following, but not limited to, information for each CoA:

- Description of the CoA

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- Analysis and justification of viability/non-viability to meet defined requirement

- Master plan consistency and synchronization

- Site conditions and constraints

- Anti-terrorism and physical security compliance considerations

- Identification of demolition--reduce existing footprint

- Applicability to operational requirements (mission dependency)

- Phasing

- NEPA requirements, if applicable

- Potential workforce and mission impacts

- Notional timeframe to implement

- ROM costs to execute (and costs identified in Task VI)

3.1.2.7.1.1. Task VII Deliverables: Develop Courses of…