ATTACHMENT_1.A_Sample_TO_Request_for_Proposal_Pool_1.docx

Attachment 1.A W912HQ-16-R-0007

SAMPLE TASK ORDER REQUEST FOR PROPOSAL, POOL 1

Instructions to Offerors:

Offerors shall submit a Technical Proposal describing their approach to accomplishing the work stated in the sample Performance Work Statement (PWS) below.

See Section L, Factor 1, Sub-factor 3.

Offerors must submit a proposed Level of Effort (LOE) using the Sample Price Sheet included. The Offeror shall propose a LOE based on the Labor Categories found in PWS Appendix A.

PRICES ARE NOT TO BE ENTERED, ONLY THE NUMBER OF HOURS ESTIMATED TO COMPLETE THE TASK BY LABOR CATEGORY.

SAMPLE PERFORMANCE WORK STATEMENT

Office of Administration, Facilities Management & Engineering Border Patrol Facilities and Tactical Infrastructure, Program Management Office

FACILITIES MANAGEMENT ASSESSMENT

The Customs and Border Protection (CBP), Office of Administration, Facilities Management & Engineering (FM&E), Border Patrol Facilities and Tactical Infrastructure (BPFTI) Program Management Office (PMO) requires professional services to assess its current delivery of maintenance, repair, and operation services in support of the portfolio of facilities and tactical infrastructure that support its business partner – the U.S. Border Patrol.

Background. A CBP decision reached in 2012 to consolidate the majority of wage grade employees under the supervision of BPFTI PMO has led to a need to more fully evaluate the current state of facility management services and to ensure all facility management resources are being used in the most effective way to support the Border Patrol mission. The facility assets spread across the 20 Border Patrol sectors include sector headquarters, stations located across the nation’s borders, forward operating bases, checkpoints, and numerous support facilities including stables, vehicle maintenance buildings, communication towers, and standby generators. The tactical infrastructure (TI) includes the fences, roads, bridges, gates, lighting, and related assets, used to control border access between the U.S. ports of entry. Both Border Patrol facility and TI assets must meet the same standards of condition, efficiency, compliance, and safety; however, the PMO organizations that oversee their maintenance and operation are separate[footnoteRef:1]. [1: The term “facilities” as used in this SOW includes the entire Border Patrol facility asset portfolio, since the management approach applies uniformly to the respective BPFTI facility and TI organizations.]

Evolution of the Border Patrol facilities and TI portfolio was accelerated following 9/11 with emphasis on the southwestern border to mitigate the terrorist threat resulting in over 600 miles of new fence construction and a significant increase in Border Patrol operations and personnel in that region. Although operations along the northern border have been comparatively stable, the facilities of that region continue to demand maintenance, repair and operations services to preserve their condition, operate effectively, and serve the Border Patrol mission. BPFTI PMO also has initiated continuing and parallel efforts to assess its facility portfolio requirements and to evaluate, program, and prioritize new, replacement, and modernization projects. A critical element related to that initiative is assurance that facility condition is reflected in the decisions concerning the Border Patrol facility asset portfolio.

Objectives. In its approach to assessing the current state of facilities management maintenance and repair operations, the contractor shall observe the following guiding principles:

· The assessment process shall use a common process and approach to gathering information and evaluating results; however, the facility and TI asset portfolios and organizational relationships must retain their separate identities.

· Facility operations are likely to vary considerably across the asset portfolio. It is important to collect information reflecting that variability to best understand the as-is status in order to determine the most appropriate options for improvement.

· Conducting the assessment processes could be viewed by some as a threat to jobs, assignments, or responsibilities. Caution shall be taken during the interviews to maintain focus on information gathering and avoid offering judgments concerning merits or concerns regarding current operations.

· This work shall be accomplished through an integrated product team (IPT) Recommendations for communication within the BPFTI organization shall be channeled through the IPT.

The assessment process will be guided by the BPFTI PMO division directors specifically responsible for oversight of the facilities and TI portfolios and their respective branch chiefs and program managers. Participation of key subject matter experts, other senior managers, and union representatives through assignment to the IPT will ensure that the assessment results enable BPFTI PMO to reach the most appropriate decisions in guiding future maintenance, repair, and operation of Border Patrol facility assets.

Scope.

The ultimate objective of this task is to produce an approach and framework for managing Border Patrol facilities, including TI assets centered on industry standards and best practices for facilities management. Those standards and practices key on people, processes, and information. Achieving this objective requires a phased approach that assesses current operations and facility management requirements, identifies gaps that will have to be bridged to reach industry standards, recommends optional pathways to achieve the desired end state, and establishes a way ahead to implement the recommendations selected by PMO. The initial phase – assessing the “as-is” state of current operations and conducting a gap analysis – must be accomplished before recommendations can be developed that lead toward implementation.

Phase I Assessment and Gap Analysis - Specific Tasks.

The contractor shall develop questionnaires and conduct interviews and surveys to gather sufficient information to gain an understanding of current facility management operations and provide a basis for gap analysis that arrays opportunities for improved operations. The specific tasks to be performed include:

1. Coordinate and facilitate a kickoff meeting (via conference call) with BPFTI to review scope of work, key assumptions and project milestones.

2. Support and facilitate the IPT assigned to oversee Phase I of this task, expected to convene via conference call on a bi-weekly basis.

3. Draft necessary communication in the form of notices and e-mails that will familiarize task participants with the objectives and expected outcome and their role in providing input to the assessment process.

4. Develop questionnaires to guide interviews with senior BPFTI managers to assist in framing the research lines of inquiry that capture the breadth of the people, process, and information topics. Conduct the interviews, summarize results, and identify key areas of emphasis for shaping further interviews with selected BPFTI facility manager representatives.

5. Update interview questionnaires, conduct interviews of selected BPFTI facility managers, and summarize results. Prepare a briefing for the PMO summarizing interview results and present a basis for developing a detailed questionnaire to survey all BPFTI facility managers (GS1640 series) or, in their absence, a designated wage grade supervisor or leader having facility management responsibility for Border Patrol facilities.

6. Develop the survey questionnaire to cover the topics of:

a. Personnel – to include range of responsibilities, capabilities and skills, experience levels, organizational relationships, decision authority, and role in providing customer service to the Border Patrol.

b. Process – to include the scope of local facility services provided, source of work requirements, organization and classification of work, preventive maintenance inspections (PMI), facility condition assessments (FCA), material and parts support, responsiveness to customer service requests, use of contracts or service agreements to augment service delivery, quality management procedures, contract oversight, and workplace safety procedures.

c. Information – to include facility inventory and system records and documentation; reports and forms that initiate work requirements, record work performed, and measure performance such as response times; and system support. BPFTI systems include TRIRIGA, FM&E’s computer aided facility management (CAFM) system, work management information system (WMIS) used for managing TI assets, the facilities and infrastructure tracking tool (FITT), and CBP’s financial management system, SAP.

d. Open end questions – to solicit input from respondents in areas such as expanded resources, and improved processes or systems that would enhance or streamline work management and execution. Participants should also identify existing constraints that reduce performance effectiveness.

7. Obtain PMO approval of questionnaire, then issue the survey questionnaire with instructions for completion to include points of contact to resolve questions in completing the survey. Target respondents should be encouraged to contact wage grade employees and local Border Patrol representatives to assist in collecting responses as needed. Expected number of survey participants is from 30 – 40 facility managers. Allow approximately 30 days for questionnaire completion, but monitor progress through periodic inquiry and reminders.

8. Receive, review, and summarize questionnaire responses. Contact respondents to resolve questions if the response is not clear or complete. Analyze responses to capture the breadth of responses to each topic and identify the responses most representative of current facility management operations. Summarize these in the broad groupings of personnel, process, and information. Identify any practices or absence of practices that present significant risk to the government in terms of safety, property loss, or other adverse activity.

9. Compare current BPFTI facility management operations to those considered best in class by the facility management industry. In conducting this comparison consider:

a. Compliance with regulatory and statutory requirements, including sustainment, environment, safety, and federal real property requirements.

b. Organizational responsibilities and authorities with essential guidance and training to ensure managers and employees are enabled to perform facility responsibilities with a high degree of effectiveness.

c. Facility life cycle management such as use of PMIs, FCAs, cyclical repair and replacement of facility components such as heating, ventilation and air conditioning (HVAC) and roofing systems.

d. Work management planning, organization, and practices, to include service call response, work order management, and project oversight.

e. Material and parts support with streamlined ordering, inventory and cost controls, and common or standardized systems and parts.

f. System support to ensure records of time keeping; utility, labor, and contract costs; work activities performed; inventories; and performance are maintained to be responsive to inquiries, audits, and management evaluation.

g. Performance management to confirm that lessons learned are incorporated into everyday operations and that performance goals, such as those embedded in cost and quality management principles result in continuous improvement.

h. Continuing liaison with facility users (Border Patrol) to verify that facility continues to meet user needs and to identify issues regarding funding, facility system performance, overcrowding, underutilization, or sustainment that should be elevated to the facility owner (BPFTI PMO) for resolution.

Prepare a briefing for PMO that summarizes the survey results and analysis and include recommendations for options that would enable BPFTI to achieve an enhance state of facility management performance. Include in these recommendations estimates of cost to implement, recommended organizational alignment and responsibilities, and likely challenges to be encountered.

Phase I Deliverables

1. Kickoff meeting – 7 days from NTP

2. Draft communications to familiarize organization with interview and survey activities – as required.

3. Briefing for PMO summarizing results of two rounds of interviews – 75 days from NTP.

4. Approved questionnaire to capture field input concerning the current state of BPFTI facility and TI maintenance and repair operations – 90 days from NTP.

5. Briefing summarizing survey results with analysis and recommendations for proceeding toward an enhanced state of BPFTI facility management operations – 180 days from NTP.

Place and Period of Performance

Work will be performed primarily at the contractor’s site except for trips to the regional offices and periodic meetings in the Washington DC area. The period of performance is for a total of six months from NTP.

Travel

Assume three, two-person trips to interview key managers and staff relative to the task. One trip to BPFTI’s Laguna, CA office (4 days); Euless, TX office (4 days); and Indianapolis, IN (3 days) with trip durations to include travel time.