USACE Access Control Point (ACP); Market Research Report

US General Services Administration - USACE Access Control Point (ACP); Market Research Report

Please note this version of the market report differs than the report provided to the client as we have removed industry partner responses who did not authorize sharing on the Acquisition Gateway. The summary totals are accurate.

This market research report summarizes the results of a request for information (RFI) issued to Schedule 03FAC SIN 811 002 to understand their capabilities in regards to the Army Access Control Point (ACP) requirements. The RFI was issued by the US General Services Administration (GSA) on behalf of the US Army Engineering and Support Center (HNC), Huntsville, AL on June 19, 2018. Responses were due by August 31, 2018. The report does not draw technical conclusions in regards to the Army ACP requirement and the industry response.

While GSA does not draw technical conclusions, we are confident the Army will receive adequate competition under GSA Schedule 03FAC. Additionally, the results of the research also demonstrate the possibility of a small business under Schedule 03FAC. However, GSA is unable to make this statement definitively as we have not reviewed the technical capabilities as the Army is the technical expert in relation to this requirement.

A summary of the total responses is below. Overall, the RFI yielded 23 responses and demonstrates the best in class nature of GSA Contracts. Please note, that while 23 responses were received, 21 were interested in responding if an RFQ would be posted and 19 allowed GSA to publish their info on the Gateway. GSA believes the Army can be confident it will achieve its mission goals, competition goals and socio-economic goals under Schedule 03FAC. Additionally, GSA is confident the data collected will help the Army better understand the technical environment as well as steps they are able to take in order to improve their overall acquisition strategy.

GSA thanks the US Army for allowing us to partner on this market research and stands by to support in whatever way is needed as the Army moves forward through the acquisition lifecycle. US General Services Administration - USACE Access Control Point (ACP); Market Research Report

Business Size Standard Will your firm submit an offer if an RFP is 18 issued against GSA 03FAC Schedule?

21 15 20

15 10 8 8 7 6 10 5 5 5 4 3 5 2 0 0 Yes s h o w wo ew v dv d 8a

Count Count

Are you able to self-perform at least 50% of the Prime 22 services described?

Subcontractor 8 22 20 GSA Schedule ... 4 10 Not Interested ... 1 1 0 0 5 10 15 20 No Yes

Count Count US General Services Administration - USACE Access Control Point (ACP); Market Research Report

Interested Parties

Q3_1 - Company Name

Company Name Contact Name (POC) POC Email

Integrated Security Solutions, Inc. Marquis L. Laude [email protected]

M.C. Dean, Inc. Rose Montgomery [email protected]

DynCorp International, LLC John Ayers [email protected]

Leininger Enterprises, LLC Lisa K Leininger [email protected]

Security Solutions & Management LLC Michael D Gardner [email protected]

THEBENADEGROUP, INC. EBENEZER ADEWUNMI [email protected]

Infotec Systems Corporation Roddy Traxler [email protected]

Diversitech Inc NA NA

Matlock and Associates John Matlock [email protected]

South Dade Air Conditioning and Refrigeration Inc. Patti McMilion [email protected] dba SDAC

CMB SERVICES, INC n/a [email protected]

Ms. Alix King, VP of Business Development & RELYANT Global, LLC [email protected] Contracts US General Services Administration - USACE Access Control Point (ACP); Market Research Report

Low Voltage Wiring, dba LVW Electronics Sander Wilson [email protected]

Sloan Security Group Rusty Sloan [email protected]

J&J Maintenance, Inc. dba J&J Worldwide Services Heather Saia [email protected] (J&J)

Arbor Corporation, Inc. Nidhi Puri [email protected]

I. Star Enterprises, Inc Jill ColemN [email protected]

Management Engineering Associates, LLC Bill Ward [email protected]

Yukon Fire Protection Services, Inc. (DBA Yukon David Sawczuk (EVP) [email protected] Industrial) US General Services Administration - USACE Access Control Point (ACP); Market Research Report

Technical Questions:

Company’s total capacity to perform the tasks stated in the PWS, what is the maximum number of sites your Company Name company could simultaneously perform at? Please provide for CONUS and OCONUS. What would your strategy be if awarded multiple sites?

To meet the requirements of this undertaking, ISS would enlist the aid of our strategic partners around the country and the world, with which we have successfully performed many USACE projects in the past. We estimate that for work of this nature, we could comfortably engage in 30to 35 projects simultaneously. Our Integrated Security approach to this geographically separated collection of facilities would likely be to schedule sites for Solutions, Inc. maintenance per logistical analysis and regionally coordinate resources for a systematic response. This is an approach we have successfully taken in meeting the requirements of work on hundreds of ARNG and USARC facilities throughout CONUS, Puerto Rico, and the Virgin Islands.

We can perform at 50+ sites at a time. Our approach to successfully manage multiple construction projects with concurrent periods of performance relies on the following major components by applying fundamental project management framework. This framework takes into account production capabilities to minimize impact to the critical path, personnel trained in infrastructure tools such as Primavera P6, and standardized procedures M.C. Dean, Inc. compliant with project schedule requirements. When managing multiple task orders we maintain an Integrated Master Schedule (IMS) that is resource loaded by each individual task work breakdown structure. Each task order has key milestones associated with award date, kick off, submittals, CDRLs, design phases, procurement, execution, testing, commissioning and close out. We believe short interval production scheduling (SIPS) coupled with pull planning based on task order issuance is the most predictable and productive method.

DynCorp DI has vast experience managing numerous sites simultaneously CONUS and OCONUS. International, LLC US General Services Administration - USACE Access Control Point (ACP); Market Research Report

Leininger Interested in the locations listed in the LRD region Enterprises, LLC

SSM can comfortably self-perform in the south east regions. For CONUS and OCONUS sites, we would rely on Security Solutions our existing network of qualified subcontractors, plus expand that network to cover locations where we do not & Management LLC have a reliable subcontractor. Building out the network will be relatively easy, as there typically are few qualified providers at most military bases.

CONTRACT MANAGEMENT PLAN A successful management of multiple tasks at more than one location requires an organization and management approach uniquely oriented to the efficient and timely completion of a large number of small and medium‑size projects in an environment where highs and lows occur in the work load. By necessity, this leads to a project organization built around a dedicated groups of staff of highly diverse and THEBENADEGROUP, experienced personnel whose collective background span a variety of construction disciplines. This permits them INC. to accommodate and oversee substantial participation by small business subcontractors. In addition to responsiveness, another important requirement is the ability to simultaneous coordinate multiple delivery orders and subcontractors. The Benade Group’s ability to coordinate multiple delivery orders and subcontractors has been proven through actions rather than words. Assumptions Per the requirements of this Project (assumptions), we understand

Infotec has the capacity to maintain 20 sites (mix of CONUS and OCONUS) currently utilizing a mix of Infotec and regional subcontractors. This number can easily be increased to 50 to 100 sites by adding personnel and Infotec Systems subcontractors. Infotec has maintained 2 large Regions within the ACP program as well as individual ACPs Corporation outside the ACP Program. Infotec has access to additional personnel and subcontractors through the ongoing and previous ACP design build and maintenance and services contracts.

Diversitech is capable of supporting the LRD and SAD sites. Our organization strategy would be to combine work Diversitech Inc sites into optimized central management office that will managed decentralized work at each work site located in each region. US General Services Administration - USACE Access Control Point (ACP); Market Research Report

Matlock and Full scope support Associates

South Dade Air SDAC currently performs more than 50 simultaneous Federal Government contracts throughout the U.S. and, Conditioning and with a $1 million LOC and $20 million bonding capacity we are able to ramp up and down to support contracts of Refrigeration Inc. any size, in virtually any location. dba SDAC

CMB SERVICES, Our firm has the capacity to perform in the SAD and NAD areas. We would deploy managers to each region to INC develop and vett our sub-contractor base to help support our efforts.

RELYANT offers a solution uniquely catered to support contingency programs through our extensive and successful logistical, operations & maintenance (O&M), construction, labor augmentation, and related support services operations. RELYANT has an exceptional level of capacity to perform the geographically and anticipated technically diverse requirements for this contract. In addition to our stateside footprint, RELYANT specifically has RELYANT Global, provided services to Central America, 4 countries in Africa, and 3 countries within the Middle East, including LLC Afghanistan. From branch offices in these locations. RELYANT considers it a priority to utilize local area vendors and political support to ensure that our services and supplies may be rendered timely and in accordance with local area customs, traditions, and laws. RELYANT has several satellite offices that have been strategically placed such that they are conducive to efficient logistic and supply chain operations.

Low Voltage LVW is currently performing at over 100 project sites both CONUS and OCONUS, and has developed a strong Wiring, dba LVW capability to leverage our own resources as well as that of subcontractors and partners to meet requirements Electronics across a wide geographical area and multiple technical fields.

Sloan Security N/A Group US General Services Administration - USACE Access Control Point (ACP); Market Research Report

&J Maintenance, Inc. dba J&J Worldwide Services (J&J) is one of the leading Department of Defense (DoD) facilities complete Operations and Maintenance (O&M) company with nearly 50 years of experience in janitorial, pest control, rodent control, and grounds maintenance services. In the 1970s, J&J had its first opportunity to J&J Maintenance, provide custodial/housekeeping services through a project at Bergstrom Air Force Base in Austin, Texas. A lot Inc. dba J&J has changed since then, and J&J has continued to stay at the forefront of this evolving industry. Nearly 50 years Worldwide later, J&J is an ISSA CIMS Certified (With Honors), and Green Building Certified Environmental Services provider. Services (J&J) Environmental Service (ES) is the new term, championed by ISSA for Housekeeping/Custodial Services. Environmental Services elevates the responsibility of cleaners and cleaning contractors to be proactive in improving the environment they are entrusted to maintain as well as protecting the environment at large through Green Practices.

We have the resources and experience to provide a turnkey package and manage any size project – safely, effectively, and on schedule. Our teams are equipped to perform the services CONUS and OCONUS, and have the capability to manage projects efficiently. FNSS, our partners, are the manufacturers of this technology (GRAB), Arbor Corporation, and our teams have a rigorous program where we can train on-site staff. Within the PWS, many of the listed Inc. locations include installations already performed by our teams. Our geographic approach is to manage the projects globally and the included geographies are all within our capability (i.e. LRD, SAD, SWD can be managed by our TN office, and NAD can be managed by our VA office, SPD and NWD can be managed by our CA office, etc.).

Can perform up to 10 sites. A PM/QCM can be stationed at each site to oversee construction and provide the I. Star Enterprises, required documents. Primavera scheduling software will be used to maintain schedules. Financial resources are Inc sufficient to provide cash flow for Labor Andy materials.

Management Engineering Limited to 20-30 sites Associates, LLC US General Services Administration - USACE Access Control Point (ACP); Market Research Report

Yukon Fire Protection Services, Inc. (DBA Yukon Industrial), an Alaskan Native 8(a) corporation, together with our teaming partners In2gro and AES (Team Yukon) offer a team with highly relevant and direct ACP/ESS4 experience including AES with over 200 sites maintained under previous ACP/ESS contracts and two former ACP Yukon Fire PMs. Team Yukon has CONUS & OCONUS Access Control Facility & Equipment O&M experience and can handle up Protection to 500 sites simultaneously. Yukon Industrial will manage the 24 HR service center, integrate the PMO, and Services, Inc. (DBA manage the contract, schedule service and install teams to ensure response to all sites in or across regions, and Yukon Industrial) provide maintenance personnel. AES (a former sub on ESS4/ACP contracts) will provide contract experience and personnel. In2gro will provide service & installation teams. As 8a prime, Yukon Industrial has 30 years of experience in installing and maintaining facilities and equipment as well as handling emergency and surge- capacity requests.

Technical Yes/No Questions

Field Yes No

Has your company provided maintenance on ACP systems within the past 5 years? If yes please answer the following 18 5 questions:

Has your company provided maintenance on ACP systems as identified in the attached draft PWS with a Secret clearance or 14 9 better for both the company and personnel?

Do you have sufficient expertise to comply with and manage Status of Forces Agreements (SOFA) at OCONUS sites? 18 5 US General Services Administration - USACE Access Control Point (ACP); Market Research Report

Do you have experience in surveying the problem areas, evaluating and recommending solutions, develop and implement 22 1 work plans in a timely manner within negotiated costs?

Does your company have experience with Install/Integrate missing equipment required by standard or to ensure proper 22 1 facility function

If you are not currently a GSA Schedule 03FAC contractor, would you be willing to become a GSA Contract holder under 16 3 03FAC?

Can you provide the tasks stated in the PWS 24 hours a day 7 days a week? 21 2

Become ACP Secret clearance surveying & Company Name SOFA Install/Integrate 03FAC 24/7 systems or better evaluating holder

Integrated Security Solutions, Inc. Yes Yes Yes Yes Yes Yes Yes

M.C. Dean, Inc. Yes Yes Yes Yes Yes N/A Yes

DynCorp International, LLC Yes Yes Yes Yes Yes Yes Yes

Leininger Enterprises, LLC Yes No No Yes Yes Yes Yes

Security Solutions & Management LLC Yes Yes No Yes Yes No Yes

THEBENADEGROUP, INC. No No Yes Yes Yes Yes Yes

Infotec Systems Corporation Yes Yes Yes Yes Yes Yes Yes US General Services Administration - USACE Access Control Point (ACP); Market Research Report

Diversitech Inc No Yes No Yes Yes Yes Yes

Matlock and Associates Yes Yes Yes Yes Yes Yes Yes

South Dade Air Conditioning and Yes Yes Yes Yes Yes N/A Yes Refrigeration Inc. dba SDAC

CMB SERVICES, INC No No Yes Yes Yes Yes Yes

RELYANT Global, LLC Yes Yes Yes Yes Yes Yes Yes

Low Voltage Wiring, dba LVW Electronics Yes Yes Yes Yes Yes Yes Yes

Sloan Security Group Yes No Yes Yes Yes Yes Yes

J&J Maintenance, Inc. dba J&J Worldwide Yes Yes Yes Yes Yes N/A Yes Services (J&J)

Arbor Corporation, Inc. Yes Yes Yes Yes Yes Yes Yes

I. Star Enterprises, Inc Yes No Yes Yes Yes Yes Yes

Management Engineering Associates, LLC No No Yes Yes Yes Yes No

Yukon Fire Protection Services, Inc. (DBA Yes No No Yes Yes No Yes Yukon Industrial) US General Services Administration - USACE Access Control Point (ACP); Market Research Report

List of equipment frequently maintained on typical government installation ACP systems. Which types of maintenance/repair services would be sub-contracted vs. self-performed.

Traffic radar & wrong Battery Back-Up Electrical Company Name Ballistic Glass Guard Booths way Detection Systems Systems Equipment

Integrated Security Solutions, Self Performed, N/A Self Performed Subcontracted Subcontracted Inc. Subcontracted

Self Performed, Self Performed, Self Performed, M.C. Dean, Inc. Subcontracted Subcontracted Subcontracted Subcontracted Subcontracted

DynCorp International, LLC Subcontracted Self Performed Self Performed Self Performed Self Performed

Leininger Enterprises, LLC Subcontracted Self Performed Self Performed Subcontracted Subcontracted

Security Solutions & Management Self Performed Self Performed Subcontracted Subcontracted Subcontracted LLC

THEBENADEGROUP, INC. Subcontracted Self Performed Subcontracted Subcontracted Self Performed

Self Performed, Self Performed, Self Performed, Self Performed, Infotec Systems Corporation Subcontracted Subcontracted Subcontracted Subcontracted Subcontracted

Diversitech Inc Subcontracted Self Performed Self Performed Subcontracted Self Performed

Matlock and Associates Subcontracted Self Performed Self Performed Self Performed Self Performed US General Services Administration - USACE Access Control Point (ACP); Market Research Report

South Dade Air Conditioning and N/A Self Performed Self Performed Self Performed Self Performed Refrigeration Inc. dba SDAC

CMB SERVICES, INC Self Performed Self Performed Self Performed Subcontracted Self Performed

RELYANT Global, LLC Self Performed Self Performed Self Performed Self Performed Self Performed

Low Voltage Wiring, dba LVW Self Performed, Self Performed, Self Performed Subcontracted Subcontracted Electronics Subcontracted Subcontracted

Sloan Security Group Self Performed Subcontracted Subcontracted Self Performed Self Performed

J&J Maintenance, Inc. dba J&J Subcontracted Self Performed Self Performed Subcontracted Self Performed Worldwide Services (J&J)

Arbor Corporation, Inc. Self Performed Subcontracted Subcontracted Subcontracted Subcontracted

I. Star Enterprises, Inc Subcontracted Subcontracted Subcontracted Subcontracted Self Performed

Management Engineering Self Performed Self Performed Self Performed Subcontracted Subcontracted Associates, LLC

Yukon Fire Protection Services, Self Performed Self Performed Self Performed Subcontracted Self Performed Inc. (DBA Yukon Industrial) US General Services Administration - USACE Access Control Point (ACP); Market Research Report

Self Performed vs Subcontracted continued:

Company Name Gate Houses Gates and Locks Motors HVAC HVAC Controls

Self Performed, Integrated Security Solutions, Inc. Subcontracted Subcontracted Subcontracted Subcontracted Subcontracted

Self Performed, Self Performed, Self Performed, Self Performed, Self Performed, M.C. Dean, Inc. Subcontracted Subcontracted Subcontracted Subcontracted Subcontracted

DynCorp International, LLC Self Performed Self Performed Self Performed Self Performed Self Performed

Leininger Enterprises, LLC Subcontracted Self Performed Self Performed Self Performed Self Performed

Security Solutions & Management Subcontracted Self Performed Subcontracted Subcontracted Subcontracted LLC

Self Performed, THEBENADEGROUP, INC. Self Performed Self Performed Subcontracted Self Performed Subcontracted

Self Performed, Self Performed, Self Performed, Self Performed, Self Performed, Infotec Systems Corporation Subcontracted Subcontracted Subcontracted Subcontracted Subcontracted

Diversitech Inc Self Performed Subcontracted Self Performed Self Performed Self Performed

Matlock and Associates Self Performed Self Performed Self Performed Self Performed Self Performed

South Dade Air Conditioning and Self Performed Self Performed Self Performed Self Performed Self Performed Refrigeration Inc. dba SDAC US General Services Administration - USACE Access Control Point (ACP); Market Research Report

CMB SERVICES, INC Self Performed Self Performed Self Performed Self Performed Self Performed

RELYANT Global, LLC Self Performed Self Performed Self Performed Self Performed Self Performed

Low Voltage Wiring, dba LVW Self Performed, Self Performed, Self Performed, Self Performed, Subcontracted Electronics Subcontracted Subcontracted Subcontracted Subcontracted

Sloan Security Group Self Performed Self Performed Subcontracted Subcontracted Subcontracted

J&J Maintenance, Inc. dba J&J Self Performed Self Performed Self Performed Self Performed Self Performed Worldwide Services (J&J)

Arbor Corporation, Inc. Subcontracted Subcontracted Subcontracted Subcontracted Subcontracted

I. Star Enterprises, Inc Self Performed Self Performed Subcontracted Subcontracted Subcontracted

Management Engineering Subcontracted Subcontracted Self Performed Self Performed Self Performed Associates, LLC

Yukon Fire Protection Services, Inc. Self Performed Self Performed Self Performed Self Performed Self Performed (DBA Yukon Industrial) US General Services Administration - USACE Access Control Point (ACP); Market Research Report

Self Performed vs Subcontracted continued:

Canopies (fixed and Lighting and Lighting Company Name Heaters CCTV Systems moveable) Controls

Self Performed, Integrated Security Solutions, Inc. Subcontracted Self Performed N/A Subcontracted

Self Performed, Self Performed, Self Performed, Self Performed, M.C. Dean, Inc. Subcontracted Subcontracted Subcontracted Subcontracted

DynCorp International, LLC Self Performed Self Performed Self Performed Self Performed

Leininger Enterprises, LLC Self Performed Subcontracted Subcontracted Self Performed

Security Solutions & Management LLC Subcontracted Self Performed Subcontracted Subcontracted

Self Performed, THEBENADEGROUP, INC. Self Performed Self Performed Self Performed Subcontracted

Self Performed, Self Performed, Self Performed, Infotec Systems Corporation Self Performed Subcontracted Subcontracted Subcontracted

Diversitech Inc Self Performed Self Performed Self Performed Self Performed

Matlock and Associates Self Performed Self Performed Self Performed Self Performed

South Dade Air Conditioning and Self Performed N/A N/A Self Performed Refrigeration Inc. dba SDAC US General Services Administration - USACE Access Control Point (ACP); Market Research Report

CMB SERVICES, INC Self Performed Subcontracted Self Performed Self Performed

RELYANT Global, LLC Self Performed Self Performed Self Performed Self Performed

Self Performed, Self Performed, Self Performed, Low Voltage Wiring, dba LVW Electronics Self Performed Subcontracted Subcontracted Subcontracted

Sloan Security Group Subcontracted Subcontracted Subcontracted Subcontracted

J&J Maintenance, Inc. dba J&J Worldwide Self Performed Self Performed Self Performed Self Performed Services (J&J)

Arbor Corporation, Inc. Subcontracted Subcontracted Subcontracted Subcontracted

I. Star Enterprises, Inc Subcontracted Subcontracted Self Performed Subcontracted

Management Engineering Associates, LLC Subcontracted Self Performed Subcontracted Self Performed

Yukon Fire Protection Services, Inc. (DBA Self Performed Subcontracted Self Performed Subcontracted Yukon Industrial)

Self Performed vs Subcontracted continued:

General Electrical, Mechanical, Plumbing, Minor site work which Company Name Concrete Work Maintenance, Painting affects ACP systems US General Services Administration - USACE Access Control Point (ACP); Market Research Report

Self Performed, Self Performed, Integrated Security Solutions, Inc. Subcontracted Subcontracted Subcontracted

Self Performed, Self Performed, M.C. Dean, Inc. Self Performed, Subcontracted Subcontracted Subcontracted

DynCorp International, LLC Self Performed Self Performed Self Performed

Leininger Enterprises, LLC Self Performed Self Performed Self Performed

Security Solutions & Management LLC Subcontracted Subcontracted Subcontracted

THEBENADEGROUP, INC. Self Performed Self Performed Self Performed

Self Performed, Infotec Systems Corporation Self Performed, Subcontracted Subcontracted Subcontracted

Self Performed, Diversitech Inc Self Performed Subcontracted Subcontracted

Matlock and Associates Self Performed Self Performed Self Performed

South Dade Air Conditioning and Self Performed Self Performed Self Performed Refrigeration Inc. dba SDAC

CMB SERVICES, INC Self Performed Self Performed Self Performed

RELYANT Global, LLC Self Performed Self Performed Self Performed US General Services Administration - USACE Access Control Point (ACP); Market Research Report

Low Voltage Wiring, dba LVW Self Performed, Self Performed, Subcontracted Subcontracted Electronics Subcontracted

Sloan Security Group Subcontracted Subcontracted Self Performed

J&J Maintenance, Inc. dba J&J Self Performed Self Performed Self Performed Worldwide Services (J&J)

Arbor Corporation, Inc. Subcontracted Subcontracted Subcontracted

I. Star Enterprises, Inc Subcontracted Self Performed N/A

Management Engineering Associates, Self Performed Subcontracted Self Performed LLC

Yukon Fire Protection Services, Inc. Self Performed Subcontracted Self Performed (DBA Yukon Industrial)

Company Name Which of the 8 USACE Divisions are you able to perform work in.

North Atlantic Division, South Atlantic Division, Great Lakes & Ohio River Division, Southwestern Integrated Security Solutions, Division, South Pacific Division, Northwestern Division, Pacific Ocean Division, Districts Outside the Inc. U.S.

North Atlantic Division, South Atlantic Division, Great Lakes & Ohio River Division, Southwestern M.C. Dean, Inc. Division, South Pacific Division, Northwestern Division, Pacific Ocean Division, Districts Outside the U.S. US General Services Administration - USACE Access Control Point (ACP); Market Research Report

North Atlantic Division, South Atlantic Division, Great Lakes & Ohio River Division, Southwestern DynCorp International, LLC Division, South Pacific Division, Northwestern Division, Pacific Ocean Division, Districts Outside the U.S.

Leininger Enterprises, LLC Great Lakes & Ohio River Division

Security Solutions & South Atlantic Division Management LLC

North Atlantic Division, South Atlantic Division, Great Lakes & Ohio River Division, Districts Outside THEBENADEGROUP, INC. the U.S.

North Atlantic Division, South Atlantic Division, Great Lakes & Ohio River Division, Southwestern Infotec Systems Corporation Division, South Pacific Division, Northwestern Division, Pacific Ocean Division, Districts Outside the U.S.

Diversitech Inc South Atlantic Division, Great Lakes & Ohio River Division

North Atlantic Division, South Atlantic Division, Southwestern Division, South Pacific Division, Matlock and Associates Northwestern Division, Pacific Ocean Division, Districts Outside the U.S.

South Dade Air Conditioning North Atlantic Division, South Atlantic Division, Great Lakes & Ohio River Division, Southwestern and Refrigeration Inc. dba Division, South Pacific Division, Northwestern Division, Pacific Ocean Division SDAC

CMB SERVICES, INC North Atlantic Division, South Atlantic Division

North Atlantic Division, South Atlantic Division, Great Lakes & Ohio River Division, Southwestern RELYANT Global, LLC Division, South Pacific Division, Northwestern Division, Pacific Ocean Division, Districts Outside the U.S. US General Services Administration - USACE Access Control Point (ACP); Market Research Report

North Atlantic Division, South Atlantic Division, Great Lakes & Ohio River Division, Southwestern Low Voltage Wiring, dba LVW Division, South Pacific Division, Northwestern Division, Pacific Ocean Division, Districts Outside the Electronics U.S.

Sloan Security Group Southwestern Division, Northwestern Division, Pacific Ocean Division

North Atlantic Division, South Atlantic Division, Great Lakes & Ohio River Division, Southwestern J&J Maintenance, Inc. dba J&J Division, South Pacific Division, Northwestern Division, Pacific Ocean Division, Districts Outside the Worldwide Services (J&J) U.S.

North Atlantic Division, South Atlantic Division, Great Lakes & Ohio River Division, Southwestern Arbor Corporation, Inc. Division, South Pacific Division, Northwestern Division, Pacific Ocean Division, Districts Outside the U.S.

North Atlantic Division, South Atlantic Division, Great Lakes & Ohio River Division, Southwestern I. Star Enterprises, Inc Division, Northwestern Division

Management Engineering South Pacific Division, Northwestern Division, Pacific Ocean Division Associates, LLC

Yukon Fire Protection North Atlantic Division, South Atlantic Division, Great Lakes & Ohio River Division, Southwestern Services, Inc. (DBA Yukon Division, South Pacific Division, Northwestern Division, Pacific Ocean Division, Districts Outside the Industrial) U.S. US General Services Administration - USACE Access Control Point (ACP); Market Research Report

Market Research Conclusion:

GSA thanks the US Army Corp of Engineers of Engineers (USACE) Huntsville for allowing us to research the Access Control Point (ACP) requirement on their behalf under the GSA Schedule 03FAC Contract. Based on the above information, GSA believes the following information to be accurate:

It is reasonable to hypothesize the USACE could receive competition under GSA Schedule 03FAC based on the responses above. However, the USACE should review the technical responses above to establish their own conclusions as to where they will receive adequate competition.

Finally, GSA is committed to providing the USACE with as much assistance as necessary throughout the acquisition lifecycle. Should the USACE Huntsville require any assistance your GSA Customer Service Director is Joe Myers, who can be reached at [email protected]. Your CSD is a resource who can provide workforce development, additional market data, and support to your project both pre and post award.

Market Research Introduction

US Army Corps of Engineers Access Control Point (ACP) Access Control Point Maintenance and Service Program

U .S. Army Engineering and Support Center, (HNC) Huntsville Alabama is conducting market research for the following requirement. This market research is for the Access Control Point (ACP) Maintenance and Service (M&S) program. Work could entail maintenance, repair, renovation, conversion, alteration, additions, equipment procurement/installation, on installed ACP equipment/systems at Government installations and facilities. It is anticipated that future ACP M&S requirements will be fulfilled utilizing GSA Multiple Award Schedule 03FAC. There are four (4) attachments to this RFI.

1. USACE Military Division Map 2. Site List by USACE Military Division 3. Applicable Regulatory Standards for Compliance 4. Example task order ACP M&S PWS

The geographic locations attachments provide an illustration of ACP system locations and the USACE Military Divisions. The sites are provided for reference only. The actual number of sites assigned to an individual task order will vary.

Background: The ACP M&S Program provides recurring maintenance (quarterly, semi- annual, and annual) and minor repair (to include emergencies) services at U.S. Government facilities worldwide.

General Overview: This requirement will be for Recurring Maintenance and Minor/Emergency Repairs. The Contractor shall provide inspections, preventive maintenance, minor repair and incidentals necessary to conduct recurring maintenance and minor/emergency repairs of ACP systems at government installations worldwide. https://feedback.gsa.gov/ControlPanel/Ajax.php?action=GetSurveyPrintPreview 1/10 10/10/2018 Qualtrics Survey Software All inspections, preventive maintenance, minor repair and incidentals provided must be in compliance with the Applicable Regulatory Standards for Compliance attachment.

This is Market Research Only in accordance with FAR Part 10. This is not a solicitation. THIS IS A REQUEST FOR INFORMATION (RFI) NOTICE ONLY. This RFI is for informational and planning purposes only and it does not constitute a Request for Proposal (RFP) or a promise to issue an RFP in the future. It is not to be construed as a commitment by the Government for any actual procurement of materials, machinery, or services. Respondents are advised that the Government will not pay for any information or administrative costs incurred in response to this RFI. All costs associated with responding to this RFI are solely at the responding parties' expense. Respondents are solely responsible for properly marking and clearly identifying any proprietary information or trade secrets contained within their response. The Government will not be liable for, or suffer any consequential damages for any proprietary information not properly marked and clearly identified. Proprietary information received in response to this sources sought will be safeguarded and handled in accordance with applicable Government regulations. No determination as to the viability of this potential requirement has been made at this point and there is currently no solicitation for this effort.

By responding to this market research you provide the Government permission to share your submitted capabilities and contract information with other Government organizations in relationship to similar requirements for market research purposes.

It is the responsibility of the potential offerors to monitor Fed Biz Opps and GSA eBuy sites for additional information pertaining to this requirement. If a solicitation is released, it will be synopsized utilizing GSA eBuy.

Please direct any questions to the following POCs:

Contracting Officer: Paul Daugherty, [email protected]

Contracting Officer Address: P.O. Box 1600 Huntsville, AL 35807-4301

Responses Due: August 31, 2018

https://feedback.gsa.gov/ControlPanel/Ajax.php?action=GetSurveyPrintPreview 2/10 10/10/2018 Qualtrics Survey Software

USACE Access Control Point (ACP)Draft PWS

PWS ACP Draft

ACP Regulatory Criteria

ACP Regulatory

USACE ACP Site List

ACP Site List

USACE ACP Division Map

ACP Division Map

Company Business Information

Company Name

GSA 03FAC Number Respond NA if none Contact Name (POC)

POC Email

POC Phone #

Company website

Capabilities website

By Selecting the box below you grant the Government to publish your responses to other Government Agencies via internal only, non public, Government websites.

My firm ${q://QID2/ChoiceTextEntryValue/1} authorizes the sharing of this RFI response individually and as part of a market research report with other Federal Agencies via the GSA Acquisition Gateway and other internal Government websites.

My firm ${q://QID2/ChoiceTextEntryValue/1} only allows this response and any market report based upon this RFI shared with the GSA Client Agency and GSA.

Would you be interested in attending a Virtual Industry Day on August 1, 2018?

Yes https://feedback.gsa.gov/ControlPanel/Ajax.php?action=GetSurveyPrintPreview 3/10 10/10/2018 Qualtrics Survey Software No

Based on the services described in the PWS, do you think the NAICS 561210 is the appropriate NAICS code. If not, which NAICS code would be more appropriate?

561210 Facilities Support Services ($38.5M SB Size Standard) Other

Business Size Standard - select all that apply to your company

s - Small business. o - Other than small business.

w - Woman Owned business. wo - Women Owned Small business (WOSB).

ew - Economically Disadvantaged Women Owned Small business (EDWOSB).

v - Veteran Owned Small business.

dv - Service Disabled Veteran Owned Small business. d - SBA Certified Small Disadvantaged business. 8a - SBA Certified 8(a) Firm. h - SBA Certified HUBZone Firm.

If a solicitation is posted, how would you pursue this requirement?

Prime

Subcontractor GSA Schedule Contractor Team Arrangement (CTA)

Not Interested - Explain Below

Are you able to self-perform at least 50% of the services described?

Yes https://feedback.gsa.gov/ControlPanel/Ajax.php?action=GetSurveyPrintPreview 4/10 10/10/2018 Qualtrics Survey Software

Is your company able to perform the services CONUS and OCONUS? Check all that apply.

CONUS; if limitations please describe

OCONUS; if limitations please describe

Given your company’s total capacity to perform the tasks stated in the PWS, what is the maximum number of sites your company could simultaneously perform at? Please provide for CONUS and OCONUS. What would your strategy be if awarded multiple sites? Limit 1000 characters

The following are yes or no questions based on the attached draft PWS please answer yes or no.

Yes No Has your company provided maintenance on ACP systems within

the past 5 years? If yes please answer the following questions: Has your company provided maintenance on ACP systems as identified in the attached draft PWS with a Secret clearance or better for both the company and personnel? Do you have sufficient expertise to comply with and manage Status of

Forces Agreements (SOFA) at OCONUS sites? Do you have experience in surveying the problem areas, evaluating and recommending solutions, develop and implement work plans in a timely manner within negotiated costs? Does your company have experience with Install/Integrate missing

equipment required by standard or to ensure proper facility function https://feedback.gsa.gov/ControlPanel/Ajax.php?action=GetSurveyPrintPreview 5/10 10/10/2018 Qualtrics Survey Software

Yes No If you are not currently a GSA Schedule 03FAC contractor, would you

be willing to become a GSA Contract holder under 03FAC? Can you provide the tasks stated in the

PWS 24 hours a day 7 days a week?

The following list highlights equipment frequently maintained on typical government installation ACP systems. Actual equipment lists will vary by ACP system and location. Which types of maintenance/repair services would be sub-contracted vs. self- performed?

Self Performed Subcontracted Active Vehicle Barriers (multiple types, hydraulic, electrical) Active Vehicle Barrier Control

Systems Barrier Control Systems Crash Beams Bollard Systems (Hydraulic,

Electrical and Static) Grab Net Systems Doors and Door Systems Generators and Generator

Controls Traffic Signal Systems Safety Loops for Vehicle

Detection Traffic Radar and wrong way

Detection Systems Battery Back-Up Systems Electrical Equipment Ballistic Glass Guard Booths Gate Houses Gates and Locks https://feedback.gsa.gov/ControlPanel/Ajax.php?action=GetSurveyPrintPreview 6/10 10/10/2018 Qualtrics Survey Software

Self Performed Subcontracted Motors Heating, Ventilation and Air

conditioning (HVAC) HVAC Controls Heaters CCTV Systems Canopies (fixed and

moveable) Lighting and Lighting Controls General Electrical, Mechanical, Plumbing and General Maintenance including painting Concrete Work Minor site work which affects

ACP systems

Does your firm possess, or have the ability to possess, the required licenses, permits, and certification to perform work in each of the 8 USACE Divisions listed on the map (attached above)? Check each Division you CAN perform work in.

North Atlantic Division South Atlantic Division Great Lakes & Ohio River Division Southwestern Division South Pacific Division

Northwestern Division Pacific Ocean Division Districts Outside the U.S.

Please upload one (1) PDF to provide no more then three (3) projects describing your company's past experience on previous ACP Maintenance projects within the past 5 years. Please illustrate the following:

(a) Generalized experience in maintaining critical ACP equipment such as: i. Active Vehicle Barriers (multiple types, hydraulic, electrical) ii. Active Vehicle Barrier Control Systems https://feedback.gsa.gov/ControlPanel/Ajax.php?action=GetSurveyPrintPreview 7/10 10/10/2018 Qualtrics Survey Software iii. Crash Beams

iv. Bollard Systems (Hydraulic, Electrical and Static) v. GRAB Nets (b) General ability to manage contracts over a wide geographical area. (c) Corporate Safety and Quality control management program (d) Technical and technical management capabilities to support the required work. (e) Ability to manage contracts and obtain sub-contractors.

Please do not include any marketing material.

Block 2

On a scale from 0-10, how easy was this to complete compared to typical market research.

Not at all Easy Extremely Easy

0 1 2 3 4 5 6 7 8 9 10

Overall how long did this research take for your firm to complete compared to typical research

Less than Typical

The same as Typical More than Typical

Based on the description above, and the Draft PWS above, will your firm submit an offer if an RFP is issued against GSA 03FAC Schedule?

Yes No

Thank you for helping support our Research and the Federal Government understand how your company can meet our needs. Please tell us more about your RFI experience here. This is not a mandatory question.

https://feedback.gsa.gov/ControlPanel/Ajax.php?action=GetSurveyPrintPreview 8/10 10/10/2018 Qualtrics Survey Software

Thank you! What to Expect Next Once you Click Submit: Once you submit your form - here is the experience you should expect. A confirmation email will be sent to the email you have included in your response. This indicates your response has been received and provides you a copy of your full response. Please note, Ebuy might still show a pending status, don't worry about this, as long as you receive the confirmation email you should consider the RFI response received. Finally, GSA Market Research will follow up with the client contact information after a full report is delivered. This is typically within 5 business days and will allow you to ask any follow- up questions directly to the Agency. If you need your response re-opened or a copy sent to you for whatever reason please email [email protected] and a member of the GSA Market Research Team will open the survey back up for you.

GSA Market Research

https://feedback.gsa.gov/ControlPanel/Ajax.php?action=GetSurveyPrintPreview 9/10

August 31, 2018

SUBJECT: US Army Corps of Engineers Access Control Point (ACP) Access Control Point, Maintenance and Service Program Past Experience on Previous ACP Maintenance Projects

To Whom It May Concern:

Arbor Corporation, Inc. along with FutureNet Security Solutions (FNSS) hereby present our company’s past experience on previous ACP Maintenance Projects within past five (5) years. FNSS is the manufacturer of the GRAB System.

Arbor Corporation is an SBA-approved “Qualified HUBZone Small Business Concern (SBC)” firm as well as a certified Woman Owned Small Business (WOSB, EDWOSB).

Arbor Corporation and FNSS together have decades of experience in providing a wide range of design- build, Access Control Point projects using Active Vehicle Barriers (AVB), AVB Control System, Crash Beams, Bollard Systems, GRAB Nets.

Currently, Arbor Corporation and FNSS are working together at McConnell Air Force Base in Kansas for the replacement of Barriers at two main gates, at Lockheed Martin Aeronautics Company in Marietta Georgia for the Joint Use Commercial Entrance Barrier Replacement and at Mitchel H. Cohen US Courthouse and Federal Building Barrier Replacement in Camden, NJ.

Attached is a list of three past performance projects, showing experience in routine maintenance, and repair of Active Vehicle Barriers.

Thank you for your consideration.

Nidhi Puri, President Arbor Corporation Inc. [email protected]

To Whom It May Concern:

Listed below are projects in the past three (3) years that contain inspections, routine maintenance, and/or repair of active vehicle barriers; and a point of contact (customer) for the project.

1. FA460018P0108 Offutt Air Force Base Quarterly Inspections/Preventive Maintenance/Repairs - GRAB 300 System, ODDS, Drop arms POC: Brad Graham Contracting Officers Representative 55 CES/CEOES Offutt AFB, NE Comm: 402-232-3816 Cell: 402-810-1351 [email protected] Prime Contractor

2. W911RQ-14-C-0005 Red River Army Depot Quarterly Inspections/Preventive Maintenance/Repairs - GRAB 300 System, ODDS, Drop arms POC: Scott W. Van Zile RRAD Antiterrorism Officer 903-334-5133 903-277-3601 [email protected] Prime Contractor

3. FA486118CA022 Nellis Air Force Base Quarterly Inspections/Preventive Maintenance/Repairs - GRAB 300 System POC: CANDICE E. ARCURI, SSgt, USAF Contract Specialist 99th Contracting Squadron Nellis Air Force Base, NV 89191 (702) 652-9113 [email protected] Prime Contractor

James McDonald Sales Administrator FutureNet Security Solutions 615.224.6260 [email protected]

July 17, 2018

Paul Daugherty U.S. Army Engineering and Support Center, (HNC) Huntsville Alabama P.O. Box 1600 Huntsville, AL 35807-4301

Subject: Access Control Point Maintenance and Service Program

Dear Daugherty,

Diversitech, Inc. is very interested in the subjected procurement as a potential prime contractor. Diversitech is a “highly qualified” women-owned, small disadvantaged business, with over 25 years of experience on Base Operations Support Service contracts. After you have viewed our capabilities, you will find that we are very qualified to perform Access Control Point Maintenance and Service Program; therefore, we encourage the US Army to consider portions of this opportunity as a woman-owned, small business set-aside under NASIC 561210.

Below is a brief description of our company, similar reference contracts, and a capabilities brochure. Additional information can be obtained by visiting Diversitech’s website at www.diversitechinc.com. If any questions concerning this matter should arise, please call.

Sincerely,

DIVERSITECH, INC.

James Askew Director of Business Development

COMPANY INFORMATION

Diversitech, Inc. 110 Boggs Lane, Suite 230 Cincinnati, OH 45246 Primary POC: James W. Askew Phone: (513) 326-5202 Fax: (513) 772-4476 Email: [email protected] Business Size: SBA certified Women Owned, Small Disadvantaged Business; October 2012 Duns #: 849921051 / Cage Code: 02QH3 Financials: Diversitech is a financial stable company with $5 million in cash (2017 Balance

Sheet) and a line-of-credit of $6.0 million (currently zero balance) SAM registered NAICS codes: 541330, 561210 (primary)

RELEVANT PAST EXPERIENCE / CONTRACT REFERENCES

Company/Division Name: Program Title: Diversitech, Inc. Civil Engineer Facility and Equipment Support (CEFES) – Bridge, for Air Force Research Laboratories Customer: Contract Number: USAF / 88th Air Base Wing FA8601-16-D-0011 Administrative Contracting Officer (ACO): Jason Wilkin, MSgt, Em. [email protected], Ph. (937) 522-4509 Original Amount of Contract: Final Cost of Contract(s): Type of Contract (s): Period of Performance: $6.3 Million $12.6 Million FFP/IDIQ Aug 2016 to Mar 2018 Performance Based Description of Work or Services Performed: Provide civil engineering, support facility operation, maintenance and repair services to Air Force Institute of Technology (AFIT), Air Force Research Laboratories, 88th Air Base Wing (ABW)and National Air and Space Intelligence Center (NASIC) organizations

Company/Division Name: Program Title: Diversitech, Inc. Civil Engineer Facility and Equipment Support (CEFES) for Air Force Research Laboratories Customer: Contract Number: USAF / 88th Air Base Wing FA8601-11-D-0001 Administrative Contracting Officer (ACO): Madonna Hart, Em. [email protected], Ph. (937) 522-4569 Original Amount of Contract: Final Cost of Contract(s): Type of Contract (s): Period of Performance: $6.0 Million (1 year Base Period) $38.0 Million (including 4 FFP/IDIQ Jan 2011 to Aug 2016 year options) Performance Based Description of Work or Services Performed: Provide civil engineering, support facility operation, maintenance and repair services to Air Force Institute of Technology (AFIT), Air Force Research Laboratories, 88th Air Base Wing (ABW)and National Air and Space Intelligence Center (NASIC) organizations

Company/Division Name: Program Title: Diversitech, Inc. Civil Engineering, Information Management, and Transportation Services Customer: Contract Number: USAF / 460th Space Wing FA2543-06-C-0001 Administrative Contracting Officer (ACO): Thomas Elliott, Em. [email protected] , Ph. (720) 847-9952 Original Amount of Contract: Final Cost of Contract(s): Type of Contract (s): Period of Performance: $5.3 Million (1 year Base Period) $35.0 Million (including 6 FFP/IDIQ Nov 2005 to Sep 2012 year options) Performance Based Description of Work or Services Performed: Provide civil engineering, support facility operation, maintenance, repair; information management and transportation services to the 460th Space Wing and 2nd Space Warning Squadron.

Company/Division Name: Program Title: Diversitech, Inc./PBOSG JV NASA Plum Brook Operations Support Customer: Contract Number: NASA Glenn Research Center NAS3-00123

Administrative Contracting Officer (ACO): Mr. Ronald Spesi, Em. [email protected], Ph (216) 433-2751 Original Amount of Contract: Final Cost of Contract(s): Type of Contract (s): Period of Performance: $26.0 Million (3 year Base $90.0 Million (including 7 CPFF/IDIQ Performance Apr 2000 to Jul 2010 Period) year options) Based Description of Work or Services Performed: Contracted to perform engineering, facility operation and maintenance, transportation, logistics support located at NASA Glenn Plum Brook Station. Operates, maintain and repair the infrastructure systems and equipment at Plum Brook Station.

Company/Division Name: Program Title: Diversitech, Inc. Engineering , Operation and Maintenance Customer: Contract Number: USAF / 21 Space Operations Squadron FA2550-02-C-0005 Administrative Contracting Officer (ACO): Vinnie Gatt, Em. Vincent.Gatt, Ph. (805) 606-8317 Original Amount of Contract: Final Cost of Contract(s): Type of Contract (s): Period of Performance: $8.9 Million (1.25 year Base $65.0 Million (including 8 CPAF/IDIQ Jun 2002 to Sep 2011 Period) year options) Performance Based Description of Work or Services Performed: Provide operations and maintenance management services on-site at the Onizuka Air Force Station for the facilities (including buildings) and equipment to include: recurring maintenance, repairs, and engineering for all facilities, environmental, material coordination, and logistics support.

CAPABILITIES BROCHURE

1.0 Introduction

The United States (US) Army Corps of Engineers is seeking an experienced contractor to provide Access Control Point (ACP) services at US bases in the continental US (CONUS) and outside the continental US (OCONUS). DynCorp International (DI) is pleased to respond to GSA’s Sources Sought for the Army Corps of Engineers ACP Maintenance and Service Program. DI understands the important role Access Control Points play in base security and is eager to respond to this Sources Sought and any future RFP for this initiative.

DI has actively supported US bases CONUS and OCONUS for more than 70 years, growing a service delivery solution currently numbering 5,700 employees. DI provides an array of services globally, including logistics and contingency operations; aviation and ground systems support; operations and maintenance; intelligence and training solutions. We provide ACP services on numerous contracts globally in accordance with all applicable Department of Defense and agency specific standards.

2.0 ACP Experience and Capability

2.1 Relevant Program Example: The ACAS Contract

The Afghanistan Civilian Advisory Support (ACAS) program consisted of 18 base camps where DI provided life and mission support for US Coalition and Afghan Forces including maintaining 300 vehicles and 83 generators, running 39 dining facilities where ten million meals were served, provided 21,000 items through the distribution center a month, and delivered 200,000 gallons of fuel per month. DI provided base security, mobile security, flight security, communications and an intelligence/tactical operations center at 14 of the 18 base camps.

DI ran the ACP points for 18 camps including one ACP wing which were designated as the point of entry for seven individual camps. Those camps comprised of U.S Government and Local National Ministry of Interior camps including Camp Gibson, Camp Falcon, and the Afghanistan National interdiction Unit (NIU) in Afghanistan. On a weekly basis, the ACP wings served an average of 7,800+ pedestrians and 5,200+ vehicles entering the compounds.

To alleviate some congestion at the ACP wing and provide better protection for residents of Camps Gibson, Falcon, and the National Interdiction Unit (NIU) permanent residents and visiting government personnel, DI provided constant quality checks, streamlined services, and provided strategic solutions and changes to the system which were incorporated by the contract.

2.1 Active Vehicle Barriers (multiple types, hydraulic, electrical)

The ACAS Program used active vehicle Delta barriers controlled by a security observation tower on the premises. These barrier control devices were procured and Installed by the DynCorp International Team. DI supplied and installed conduits from the Guard Tower to 400 Delta Barriers which included the wiring and electrical cables, conduits, etc. Over the course of the program, the ACAS program delivered and set up sites which included 225 Jersey Barrier Systems and 40 hesco barriers. The ACAS program also worked with T Wall Barriers and Anti-ram Barriers.

2.2 Active Vehicle Barrier Control Systems

DI’s incorporated security infrastructure consists of two towers covering the entry and exit lanes, two vehicle ACP lanes, one initial vehicle check point, one pedestrian ACP, one exit lane and one vehicle control boom barrier which was used to regulate vehicle traffic. Most of the anti-terrorism and force protection devices were manually operated by staff guards. Only the delta barriers which included the anti-vehicle ram device was electronic and controlled by a tower guard.

2.3 Crash Beams

The ACAS program used crash beams and drop arms which were controlled both manually and electronically. DI designed, installed, and maintained the ACAS manual and electronic crash beams and drop arms.

2.4 Bollard Systems (Hydraulic, Electrical, and Static)

DI utilized static bollards installed in strategic locations throughout the ACP points of the eighteen camps covered by the ACAS contract in Afghanistan. DI constructed 2 units of concrete speed bumps within the traffic entry lanes and concrete bollards encased in a metal pipe with a chain.

3.0 DI’s General ability to manage contracts over a wide geographical area

The ACAS project operated 18 bases and camps in multiple locations in Afghanistan including remote locations throughout fourteen different provinces. DI managed to maintain quality project management and deliverables in each base camp despite the distance between each location. DI was supported through our regional hubs in Kabul and Dubai which provided support in supply chain, project management, and other expertise to ensure quality deliverables.

As another example of ability to manage geographically dispersed contracts, for over ten years, DI has operated the LOGCAP IV contract in multiple regions globally including throughout the Southern Afghanistan Area of Operations; Kwajalein Atoll, Marshall Islands; Colorado Springs, Colorado; Fort Irwin, California; and Honolulu, Hawaii. The LOGCAP IV contract provided seamless services with the assistance of our offices in Kabul which provided on-site project management and oversight; Dubai which provided supply chain support with over $1 billion of material procured from hundreds of vendors to hostile and remote locations; and Fort Worth, Texas which provided around the clock back-up human resources, recruiting, budgeting, and project management support to ensure fluid and uninterrupted services globally for the LOGCAP IV program.

4.0 Corporate Safety and Quality Control Management Program

4.1 DI’s Quality Control Management Program

DI places Quality Assurance (QA) as the first pillar within our Quality Management System (QMS). Our QA includes a set of standardized, repeatable processes, which facilitate the early identification of quality-related issues and risks. Our QA proactively prevents quality defects from occurring, and should they occur, detects them as quickly as possible and before impacting performance. Our QA requires we regularly assess risk of noncompliance against business, delivery and quality processes to ensure quality controls are built into the services we provide. Our approach is to avoid having to perform expensive, time-consuming rework for defects found after delivery to the customer. At DI, our QMS, makes integration of quality into every operational process much easier to achieve.

Our proactive approach delivers successful outcomes, avoids defects, and prevents issues that could result in adverse impact on schedule, cost, and performance. Equally important in our QA approach is methodology providing customer feedback and key metric data, such as quality control (QC) outcomes, QA audit results, customer satisfaction scores, and performance indicators. Trend analysis and monitoring of these key metrics is ongoing as a means of controlling the efficiency and effectiveness of our processes and services. This analysis is reviewed with our customer, program management and DI senior management teams at regular intervals to help ensure transparent communication of actual progress and performance according to the requirements and mission defined for each program. 4.2 DI’s Corporate Safety Management Program DI’s Safety approach reflects our detailed method for controlling the safety and occupational health of our employees and providing safe working conditions throughout the performance of the contract. Our priority is to prevent injury and occupational hazards to all employees, contractors, and visitors. We ensure that our safety

objectives are appropriate for product safety and that our employees are properly trained and equipped to accomplish assigned tasks safely. DI promotes an environment where the reporting of unsafe acts and conditions is free from retribution. This approach is OSHA compliant and directly aligns to ensure DI maintains the highest levels of flight safety.

5.0 Technical and technical management capabilities to support the required work

DI’s technical and management capability to provide ACP services across the world at high operational rates hinges on providing technically qualified personnel with all required certifications and clearances. Our approach is built upon decades of experience in recruiting, deploying, and managing personnel in support of critical missions.

6.0 Ability to manage contracts and obtain sub-contractors

DI’s supply chain solution engages a robust supplier base through long-term collaboration—these partnerships benefit all of our programs. We can leverage these partnerships to secure pre-negotiated prices, pre-determined delivery schedules and the flexibility to sustain surge operations short and long term. Our mature global supply chain infrastructure is centered on partnering with proven suppliers which enable effectively meeting material and service demands for scheduled/unscheduled and surge workload. DI’s maintains an aggressive supplier management and oversight evaluation program entails using DI’s established Governance and Execution Model (GEM) policies 3.5.22 and 3.5.23 tailored to the program requirements. Diligently managing supplier performance to the scope of work and contract deliverables as specified in the purchase order or subcontract. Our global supply base performance is measured and scored on a quarterly basis and the results are reviewed with the suppliers. The Sr. Director of Supply Chain monitors the overall supplier performance ratings and collaborates with the associated leadership of the suppliers to ensure expectations and overall performance are meeting the needs of our customers.

Infotec Systems Corporation ACP M&S Projects

Infotec Systems Corporation is a Veteran Owned Small Business specializing in the design, installation, and maintenance and service of Electronic Security Systems (ESS), Access Control Points, and Utility Monitoring and Control Systems. Infotec has a wide range of experience and expertise with world-wide government programs/projects specifically including the design, installation, and maintenance of 19 Access Control Points located at Hunter AAF, Ft Stewart and Ft Bragg, the design and installation of truck canopies at Ft Jackson, the maintenance and service of 16 Access Control Points throughout the Southeast, and the design and installation of Automated Vehicle Barriers and gates at numerous sites including Henderson Hall, MOTSU, Ft Stewart, and Ft Campbell.

Infotec has experience managing projects OCONUS and OCONUS through multiple award contracts with the Corps of Engineers Huntsville Center (5 MATOC Awards since 2005), SPAWAR Systems Center Atlantic in Charleston, SC (numerous installation projects including Museum of the Marines Corps and equipment vendor for world-wide Marine Corps equipment replacement), Technical Security Systems installations for the State Department, and the design and installation of Navy Regional Operation Centers for HTSI in Norfolk, VA, Guam, and Yokosuka, Japan. Infotec maintains quality and safety through the use of corporate and site-specific Quality Control and Safety Plans. Infotec maintains a staff of qualified and certified engineers, project managers and technicians as well as relationships with a variety of regional and local subcontractors including subcontractors that specialize in the design and maintenance of Automated Vehicle Barriers. Infotec has significant experience in the teaming and management of subcontractors in CONUS and OCONUS locations to provide a regional or local presence or specialized skills. These teams provide the ability to respond rapidly to emergency calls and reduces the cost to the government for travel.

Infotec, ESS Maintenance and Service, MOTSU Infotec completed a maintenance and service project at Military Ocean Terminal Sunny Point (MOTSU). The maintenance and service includes Automated Vehicle Barrier (AVB) Systems; base-wide access control and Intrusion Detection Systems (IDS) including numerous area with fence sensors; Closed Circuit Television (CCTV) systems (IP and analog); gate operators; and a waterfront surveillance system including vessel tracking radar, video analytics, LRAD long range hailers, and search lights. The locations include Access Control Points (ACP), ammunition storage areas, office spaces, high security spaces, and weapon storage. The services include the repair, replacement, and servicing of equipment at four ACPs with a total of 2 FutureNet GRAB barriers, 2 Delta Wedge barriers, 5 Guard Booths, and a Gatehouse. Services also include access-controlled drop arms and hydraulic slide gates in excess of 20 locations. Infotec developed QC/Maintenance Plans, Safety Plans, Test Plans, and weekly and monthly reports. Service Orders are utilized for Corrective Maintenance or equipment moves, adds, and changes. This project was a 4 year M&S task order with a total award including preventive and corrective maintenance of $2.82M. Infotec is currently performing the follow-on task order which includes a base- year and 3 option years with Infotec currently performing the 2nd Option year. The current M&S task order is valued at $1.76M with an additional $1.79M funded for corrective maintenance though option year 2. Start Date: 6-2012, Completed: 5-2016. The Point of Contact for this Task Order is Melissa Kelly with the Corps of Engineers Huntsville Center. She can be reached at [email protected] or (256) 895-1741.

Infotec, Access Control Point M&S, Regions 3 This project involves the maintenance and service of the Access Control Points (ACP) in Region 3 for the Army Corps of Engineers Huntsville Center including Gillem Enclave, Ft Bragg, Ft Stewart, Hunter Army Airfield, Ft Benning and Ft Jackson. The task includes performing preventive and routine and corrective maintenance on equipment, facilities, and infrastructure associated with the ACPs including Automated Vehicle Barriers (mobile and fixed), AVB safety systems including wrong-way and overspeed detectors, ESS (CCTV and IDS), gatehouses, canopies, guard booths, lighting systems, HVAC systems, Infotec Systems Corporation ACP M&S Projects

gates, generators, power systems, portable light sets, Variable Message Signs (VMS), and communications infrastructure. The corrective maintenance is service order based and includes specific response and repair times for routine and emergency maintenance. The task order involved quarterly preventive maintenance inspections and 24/7 response to emergency and corrective maintenance requests. Monthly status reports were submitted as well as daily reports for any on-site activities. Infotec developed site specific Operation and Maintenance plans, safety plans, AVB commissioning plans, and equipment inventory and status tracking sheets. These documents were updated as need throughout the task order. Awarded: $2,580,727.29 Start Date: 10-2013, Completed: 3-2017. The Point of Contact for this Task Order is Lisa Cass with the Corps of Engineers Huntsville Center. She can be reached at [email protected] or 206-764-3674.

Infotec, Access Control Point M&S, Regions 9 This project involves the maintenance and service of the Access Control Points (ACP) in Region 9 including Anniston Army Depot, Bluegrass Army Depot, Ft Campbell, Holston Army Ammunition Plant, Redstone Arsenal, and Ft Rucker. The task includes performing preventive and routine and corrective maintenance on equipment, facilities, and infrastructure associated with the ACPs including Automated Vehicle Barriers (mobile and fixed), AVB safety systems including wrong-way and overspeed detectors, ESS (CCTV and IDS), gatehouses, canopies, guard booths, lighting systems, HVAC systems, gates, generators, power systems, and communications infrastructure. The corrective maintenance is service order based and includes specific response and repair times for routine and emergency maintenance. The task order involved quarterly preventive maintenance inspections and 24/7 response to emergency and corrective maintenance requests. Monthly status reports were submitted as well as daily reports for any on-site activities. Infotec developed site specific Operation and Maintenance plans, safety plans, AVB commissioning plans, and equipment inventory and status tracking sheets. These documents were updated as need throughout the task order. Awarded: $3,897,660.27 Start Date: 10-2013, Completed: 6-2017. The Point of Contact for this Task Order is Lisa Cass with the Corps of Engineers Huntsville Center. She can be reached at [email protected] or 206-764-3674.

RFI – USACE Access Control Point (ACP) Maintenance and Service Program

REQUEST FOR INFORMATION (RFI) RESPONSE Interested Firm: J&J Maintenance, Inc. dba J&J Worldwide Services (J&J) GSA Contract Number: GS06F0063R Address: 7710 Rialto Boulevard • Suite 200 • Austin, TX 78735 Point of Contact (POC): Kyle Henson, Vice President, Business Development 512.444.7271 or 512.691.4858 [email protected] Business Size: Large

STATEMENT OF CAPABILITY Serving U.S. Military Customers Since 1970 J&J has more than 48 years of successful experience To J&J, this sense of urgency means we are consistently in performing a wide range of complete Operations able to not only execute the terms, conditions, and and Maintenance (O&M), minor repair/construction, specifications of the contract, but also possess the environmental services (healthcare housekeeping) , ability to professionally react to changes in priorities and and base operations services for the Army, Air Force, emergency situations. J&J's core capabilities for include: Navy, Marine Corps, and Coast Guard; ranking 125th in • Separate, diverse locations the 200 Top Federal Industry Leaders – Bloomsberg - >270 sites CONUS and OCONUS Government Report. Over 35 years of this experience - • Security systems includes O&M services at MTFs throughout the U.S. - Intrusion detection and overseas. J&J currently provides O&M services at - - Access control DoD installations (medical centers, hospitals, clinics, - - Surveillance and outlying MTFs) to include (20) task orders under - • Facilities management 30+ years USACE–Huntsville Center, six (6) task orders under - Management, documentation, tracking, reporting the General Services Administration (GSA) on behalf - - 75 Sites monitor building auto systems of AFMSA, and (11) task orders under USACE–Mobile - - 4 sites w/ facility clearances District. - • Preventive/predictive maintenance 30+ years J&J also routinely tailors technological innovations, -- > 5 million performed annually field-tests process improvements and re-evaluates • Reliability Centered Maintenance (RCM) experience management systems to meet the specialized 15+ years performance requirements of individual customers. • Energy management services As a result, J&J better understands highly demanding -- Range from 2-26% efficiencies customers such as top tier research or medical, their -- Energy/water management 25+ years work environment, their mission and the quality of work • Automated CMMS 30+ years that is expected. -- Over 125 sites to include SMARTSPro As an experienced contractor, we have the ability to • Engineering/design 15+ years effectively plan and schedule work incorporating critical -- >11,000 Task Orders over $900M approximately dates, materials, processes, inspections and testing 80% conducted simultaneously each year requirements, and maintain a subcontracting base of • Material handling/warehouse 30+ years sufficient size to accomplish unexpected increases -- 1B in warehouse receivables/issues in workload. Our dedication to the mission and the • Buildings/structures sense of urgency we place on ensuring maintenance -- Interior/exterior finishes is always accomplished to perfection is critically -- Locksmith important to our successful contract performance. -- Doors -- Roofing repair

“Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal.” 10 August 2018 1 RFI – USACE Access Control Point (ACP) Maintenance and Service Program

• Maintenance/repair of plants & associated equipment • Contamination mitigation and prevention services with full certification (mechanical/electrical) • Solid waste disposal • HVAC/boilers • Fuel system maintenance services • Mechanical systems 25+ years • Plumbing/pipefitting -- Elevators • Water purification -- Fire alarms & suppression systems • Steam -- Emergency power • Sewage treatment • Electrical systems 25+ years • Electric/gas heaters -- 75 sites monitor electrical systems • Dining facilities equipment -- Power distribution/generators • Swimming pools/saunas/hot tubs -- Switchboards/transformers • Base Support Vehicles & Equipment • Roads & grounds maintenance 25+ years • Environmental • Airfield maintenance • LEED 10+ years • Ammunition supply areas -- J&J and A-E partners completed 40 LEED projects • Pest control 30+ Yrs (Silver and Gold) -- Approximately 20 sites • ISO 9001 Quality Management System certified 13 • Janitorial/custodial services 30+ years years -- 60% use of Green Products • OHSAS 18001 Safety/Health Management System • Recycling program 30+ years compliance 10+ years -- Approximately 20 locations • ISO 14001 Environmental Management System compliance 10+ Years

“Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal.” 10 August 2018 2 RFI – USACE Access Control Point (ACP) Maintenance and Service Program

PAST PERFORMANCE EXPERIENCE DOCUMENTATION [THREE (3) PROJECTS] PROJECT 1: PHILIPPINES OPERATIONS SUPPORT CONTRACT Contract Info Description N6274217-C-3580 Philippines Operations Support Contract $58,241,459.00 POINT OF CONTACT: Ron Rangel; +6391 6551 8614; [email protected] Start: 07/01/2017 End: 09/30/22 JJLL JV, LLC, [Managing partner is J&J Worldwide Services] provides Base Operations Support (BOS) in the Republic of the Philippines. The scope of work (SOW) includes all management, supervision, and labor necessary to perform administration, command and staff, public safety, air field facilities/air terminal, ordnance (operations support), supply, morale, welfare and recreation, galley, billeting management, facility support, utilities, base support vehicles and equipment, and environmental. We perform force protection barrier services to ensure the procurement, assembly, movement, and placement of barriers; manufacture, procure, and install force protection barriers; and provide, install, maintain equipment as required to enhance facility security (CCTV, exterior lighting, etc.) (a) Generalized experience in maintaining critical ACP equipment Force Protection [0401060]: Perform Security Operations at Joint Special Operations Task Force Philippines (JSOTF-P) operating locations to include Property and Facilities Protection, Force Protection Barriers, Property/Facilities Protection: Security guards 24/7 to protect government facilities, and install, and maintain equipment as required to enhance facility security (CCTV, exterior lighting, etc.). (b) General ability to manage contracts over a wide geographical area Site Location Site Name • Site 1 Zamboanga Camp Navarro • Site 1a Zamboanga Edwin Andrews Air Base • Site 3 Palayan Fort Magsaysay • Site 4 Manila Camp Aguinaldo • Site 6 NAIA International Airport Ninoy Aquino Int'l Airport • Outstation 1 Pagadian Camp Sang-an • Outstation 2 Cotabato Camp Siongco • Outstation 3 Basilan Camp Biel • Outstation 4 Jolo Camp Bautista • Outstation 5 Tawi Tawi Camp Bato Bato Totaling: 1,969,385 SF. (c) Corporate Safety and Quality control management program Corporate QEHS Department – Our Director of QEHS is responsible for ensuring effective control of safety and quality. Our Corporate Quality Officer assists Regional and Site–Level Management and Quality Control/Safety personnel in establishing and implementing site specific plans (including the Project Specific Quality Control Plan (PSQCP)), and to verify progress and compliance with the basic contract/TO requirements and the Quality Management System (QMS). He monitors, analyzes, reports, and records construction activities, including performance of subcontractors and compiles contract key metrics for the Contracting Officer and Corporate Reports. He also maintains QEHS records and responds to customer communications, observations, and contract deficiency reports. Our Corporate Health & Safety Officer is responsible for developing and implementing the Safety and Health Program. Duties include appointing a competent person at each project to function as the Site Safety and Health Officer (SSHO) in accordance with EM 385–1–1; developing site–specific safety plans (such as the Abbreviated Accident Prevention Plan (AAPP) and Accident Prevention Plan (APP)); reviewing safety inspection reports; performing analysis of incidents and accidents; developing the company’s training program; and preparing modifications to the Safety Plan to maintain current procedures and safety requirements. (d) Technical and technical management capabilities to support the required work Property and Facilities Protection; Force Protection Barriers; Manufacture force protection barriers with sand and sand bags; and HESCO barriers, concertina wire, and sandbags. (e) Ability to manage contracts and obtain subcontractors Work Reception: Receive, prioritize, correspond, and respond to trouble/service calls and task orders 24/7/365 Security Requirements: Comply with all Host Nation, U.S., VFA/SOFA laws, regulations, instructions, policies, requirements Required for ALL employees prior to the background check being conducted: Screen personnel prior to arrival in the Host Nation for criminal records, subversive activity, etc. The Contractor shall obtain all required Security Clearances and Background Checks for Contractor’s personnel prior to commencement of work. Self Perform 95% - 5% subcontracted.

“Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal.” 10 August 2018 3 RFI – USACE Access Control Point (ACP) Maintenance and Service Program

PROJECT 2: BASE OPERATION SUPPORT (BOS) SERVICES AT COMALAPA AIR BASE, EL SALVADOR Contract Info Description N69450-17-D-1704 Base Operation Support (BOS) Services at Comalapa Air Base, El Salvador $9,881,318.38 POINT OF CONTACT: Nicole Pearson, Contract Specialist; NAVFAC SE, AQ; Start: 04/01/2016 DSN: 942-0192 / COMM: (904) 542-0192; [email protected] End: 09/30/22 Maintenance, Repair or Alteration of Real Property to include: Force Protection (Public Safety); IT Support & Management; Airfield Facilities; Facilities Support (Facility Investment, Custodial, Pest Control, ISWM, Grounds); and BSVE (a) Generalized experience in maintaining critical ACP equipment The physical plant consists of approximately 15 buildings situated on the site totaling approximately (35) acres. Also included is the physical training building (gym facility), weapons range facility, and soccer field area, and two (2) force protection automatic vehicle pop-up barriers. (b) General ability to manage contracts over a wide geographical area Two (2) geographically dispersed gates Pop-up Barriers: - Two (2) electrical on FAES compound (Main Gate and Airfield Ramp) - Phalanx Style Barrier Systems Develop and implement a preventive maintenance program for the Automatic barrier systems and all mechanically and electrically interlocked ancillary parts, equipment, and components of the system, such as: Platforms, tracks, lighting, rails, guides, governors, motors, cables, pulleys, switches, hydraulic cylinders, piping, pumps, tanks, weights, monitoring and control systems, electrical panels, electrical connections, electrical disconnects, etc, and all other components that are permanently installed part of – or – permanently installed supporting part of the automatic vehicle barrier system. Totaling: 500,000 SF. (c) Corporate Safety and Quality control management program Corporate QEHS Department – Our Director of QEHS is responsible for ensuring effective control of safety and quality. Our Corporate Quality Officer assists Regional and Site–Level Management and Quality Control/Safety personnel in establishing and implementing site specific plans (including the Project Specific Quality Control Plan (PSQCP)), and to verify progress and compliance with the basic contract/TO requirements and the Quality Management System (QMS). He monitors, analyzes, reports, and records construction activities, including performance of subcontractors and compiles contract key metrics for the Contracting Officer and Corporate Reports. He also maintains QEHS records and responds to customer communications, observations, and contract deficiency reports. Our Corporate Health & Safety Officer is responsible for developing and implementing the Safety and Health Program. Duties include appointing a competent person at each project to function as the Site Safety and Health Officer (SSHO) in accordance with EM 385–1–1; developing site–specific safety plans (such as the Abbreviated Accident Prevention Plan (AAPP) and Accident Prevention Plan (APP)); reviewing safety inspection reports; performing analysis of incidents and accidents; developing the company’s training program; and preparing modifications to the Safety Plan to maintain current procedures and safety requirements. (d) Technical and technical management capabilities to support the required work Receive, prioritize, correspond, and respond to trouble/service calls and task orders 24/7/365; Staffed with individuals who speak/understand English; Work Control: implement all necessary work control procedures to ensure timely accomplishment of work requirements, as well as to permit tracking and reporting of work in progress. (e) Ability to manage contracts and obtain subcontractors J&J furnishes all labor, supervision, management, tools, materials, equipment, facilities, transportation, incidental engineering, and other items necessary to provide the services at the Cooperative Security Location (CSL), Comalapa Air Base, El Salvador. This contract is an Indefinite Delivery Indefinite Quantity (IDIQ) type, performance-based contract comprised of both Recurring Work and Non-Recurring Work Items. Scope of work includes: Maintenance, Repair or Alteration of Real Property to include: Force Protection (Public Safety); IT Support & Management; Airfield Facilities; Facilities Support (Facility Investment, Custodial, Pest Control, ISWM, Grounds); and BSVE. Self Perform 98% - 2% subcontracted.

“Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal.” 10 August 2018 4 RFI – USACE Access Control Point (ACP) Maintenance and Service Program

PROJECT 3: BASE OPERATION SUPPORT (BOS) SERVICES AT NAVAL SUPPORT ACTIVITY MID-SOUTH, MILLINGTON, TENNESSEE Contract Info Description N69450-17-D-1723 Base Operation Support (BOS) Services at Naval Support Activity $78,329,853 Mid-South, Millington, Tennessee Start: 10/01/2017 POINT OF CONTACT: Cliff Stevens; (904) 542-9828; [email protected] End: 09/30/25 Base Operations Support Services provided at Naval Support Activity Mid-South (NSA Mid-South), Millington, Tennessee; the Naval Surface Warfare Center, Carderock Division; and Large Cavitation Channel (LCC), Memphis, Tennessee. This is an Indefinite Delivery Indefinite Quantity type, performance-based contract that is comprised of both Recurring Work and Non- Recurring Work Items. (a) Generalized experience in maintaining critical ACP equipment Security Gates/Sentry Posts/Pop-Up Barriers, six (6) full height security gate turnstiles; and Bollard Systems (Hydraulic, Electrical and Static). (b) General ability to manage contracts over a wide geographical area KJS (King & George, LLC (Protégé – KG) entered into an approved Small Business Administration (SBA) Mentor–Protégé Agreement (MPA) with J&J Maintenance, Inc. DBA J&J Worldwide Services (Mentor – J&J) to successful perform BOS services at Millington. We maintain and manage more than 315 facilities. We operate a 24-hour work reception desk, responding to more than (8,100) trouble calls each year. Services include operation, maintenance and repair of facilities and equipment such as HVAC/R and compressed air systems; electrical and electronic systems such as the electrical distribution systems; mechanical maintenance distribution system such as sanitary sewer collection lines and potable water systems; elevators; UPS systems; and fire detection and protection systems. KJS also performs recurring services, preventive maintenance, repair of the exterior/ interior facilities, IDIQ services, snow and ice removal, and structural work such as carpentry, masonry and painting. Totaling: 7.12M SF. (c) Corporate Safety and Quality control management program Corporate QEHS Department – Our Director of QEHS is responsible for ensuring effective control of safety and quality. Our Corporate Quality Officer assists Regional and Site–Level Management and Quality Control/Safety personnel in establishing and implementing site specific plans (including the Project Specific Quality Control Plan (PSQCP)), and to verify progress and compliance with the basic contract/TO requirements and the Quality Management System (QMS). He monitors, analyzes, reports, and records construction activities, including performance of subcontractors and compiles contract key metrics for the Contracting Officer and Corporate Reports. He also maintains QEHS records and responds to customer communications, observations, and contract deficiency reports. Our Corporate Health & Safety Officer is responsible for developing and implementing the Safety and Health Program. Duties include appointing a competent person at each project to function as the Site Safety and Health Officer (SSHO) in accordance with EM 385–1–1; developing site–specific safety plans (such as the Abbreviated Accident Prevention Plan (AAPP) and Accident Prevention Plan (APP)); reviewing safety inspection reports; performing analysis of incidents and accidents; developing the company’s training program; and preparing modifications to the Safety Plan to maintain current procedures and safety requirements. (d) Technical and technical management capabilities to support the required work Security Gate Turnstiles [7], Traffic Control Devices re-lamping. For example: Quarterly Turnstile Minimum Maintenance Standard: 1. Mechanism–remove channel cover and apply light coat of oil to centering mechanism, locking pawls and springs. Apply a light coat of grease to main and shock absorber gears; and 2. Electrical- Check wires for damage or loose connections. Clean electrical connections with relay and contact cleaner if necessary. (e) Ability to manage contracts and obtain subcontractors Self Perform 90% - 10% subcontracted; Subcontract services: VTE, Fire Protection, Pest Control, OWS/Grease Traps, Refuse, Med Waste, Exhaust Hoods, Backflows, Water Tank Painting.

“Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal.” 10 August 2018 5

LVW Electronics 1540 Quail Lake Loop Colorado Springs, CO 80906 Tel: 719-540-8900 Fax: 719-540-8933

VIA ELECTRONIC MAIL July 19th, 2018

RE: Sources Sought Announcement: “GSA ACP Maintenance and Service Program Capability Statement for LVW Electronics”

Founded in 1974, LVW Electronics is a Veteran-Owned Small Business that provides advanced electronic systems to customers all over the world. From our offices in Colorado Springs and Denver, as well as from field offices engaged in projects all over the country and in other parts of the world, we offer a wide range of technologies and services that include all forms of Electronic Security System (ESS), Intrusion Detection System (IDS), professional and commercial audio\video (A/V), life safety systems, physical security to include Active Vehicle Barriers (AVB), bollards and custom-tailored control systems. As a veteran-owned firm in business for over 40 years, we know what it takes to deliver solutions that make sense and work well, whether for our government, private or public-sector clients.

Please find below LVW Electronics’ response to your sources sought in the format detailed in the announcement.

>>>>>CAPABILITY STATEMENT<<<<<

Section A. Company Profile

Business Name: Low Voltage Wiring, doing business as LVW Electronics Business Address: 1540 Quail Loop, Colorado Springs, CO 80907 DUNS Number: 076462480 Cage Code: 62873 (Facility Clearance: TS) Point of Contact: Sander Wilson Phone Number: (719) 540-8900 Email: [email protected] Business Status: Our firm is a veteran-owned small business

Section B. Technical Capability

(a) Relevant Experience & Performance

LVW is a Veteran-Owned Small Business (VOSB) that has a solid program team with a track record of installing, commissioning, and maintaining AVB, bollards and gates at US DoD sites both CONUS and OCONUS since 1974. Over the past seven years, LVW has performed over $45 Million worth of physical access control point installation and maintenance at locations ranging from Fort Meade, MD to Joint Base Lewis McChord, and from Homestead AFB to Camp Zama, Japan.

LVW has a dedicated engineering pool with subject matter experts for AVB, ACP, PACS, IDS, CCTV, MNS, Audio/Visual, Cybersecurity, Networking and general systems engineering. We also have a dedicated pool of technicians who vary in skill sets and expertise, but allow LVW to economically assign

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personnel qualified for the task at hand, but not overqualified, the better to offer competitive pricing to our customers without sacrificing quality of service.

LVW has provided new installation, retrofit installations and replacement installation of controls for AVBs at multiple locations since 2011. LVW has also provided troubleshooting and repair of controls for AVBs at numerous locations. While most of the work is at US Army posts, the kind and types of barriers run a wide range, as do the locations. Most notably, LVW installed a new B&B Armor AVB at Gate 5 at MOTCO in 2012, including all requisite controls design and programming. LVW has worked with controls for the following AVB manufacturers: Nasatka, FNSS (GRAB), Barrier 1, B&B, Delta Scientific, RSSI and other less-well known types.

Recently, LVW performed work at various locations, including the following:

o Design-build project providing ESS for Access Control Points at Fort Carson, Fort Riley, Fort Belvoir and White Sands Missile Range. o Design-build project providing security barriers for PAFB and CMAFS o Maintenance and Service project for Access Control Point (ACP) for 934th MSG Minneapolis o Design-Build of ACP for Gate 5 at Military Ocean Terminal, Concord, CA

LVW provides all management, tools, materials, parts, equipment and labor necessary to inspect, perform maintenance and repairs on Security Gates/Lift Arms/Pop‐Up Barriers at Peterson Air Force Base (PAFB) and Cheyenne Mountain Air Force Station (CMAFS), Colorado, in a manner that will comply with commercial standards and in accordance with (IAW) all applicable federal, state, and local regulations for maintaining these systems to ensure continuous, safe, and reliable operation.

LVW Electronics provides all personnel, labor, equipment, supplies, tools, materials, supervision, and other items and services necessary to provide all inspections, maintenance and repairs required for the barrier systems (Barrier Systems consist of actuators, control systems‐including software‐ control wiring, circuitry, structural framework, lighting, spring assembly, hydraulic related equipment, safety loops, switches, corresponding traffic lights, associated computerized systems and control cabinets at Holloman Air Force Base (HAFB). All work complies with commercial standards for maintenance and repair of these units as well as all commercial, federal, state, and local requirements that may apply.

LVW’s approach was developed to provide a best cost, high efficiency execution of the maintenance and service tasks. LVW’s successful partnership with CEHNC’s ACP, ESS and UMCS program offices has led to the creation of a successful Industry‐Government partnership. LVW leverages our experience providing maintenance and service at other US Air Force facilities, including Peterson AFB, the US Air Force Academy, Schriever AFB, Cheyenne Mountain AFS, FE Warren AFB, Buckley AFB, Minot AFB, Malmstrom AFB and Dover AFB, as well as at near‐by White Sands Missile Range. LVW has provided procure, install and maintenance for the Active Vehicle Barriers (AVB), crash beams, bollard systems, GRAB Nets and all of the control and ancillary systems at various DoD and Commercial sites.

Operational support would be provided by LVW’s dedicated Program/Project Management Office, which adheres to the Project Management Institute’s (PMI’s) basic framework for effective project management. LVW performance to date has resulted from our ability to develop, refine and scale our ability to support operations from an on-site and administrative view for projects across the CONUS and OCONUS.

LVW has a unique understanding of service requirements and environment of the Air Force, and of the administrative and logistic challenges that are posed by the work detailed in the PWS. The LVW solution is based on:

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o A strong management team that consolidates and streamlines maintenance activities o Leveraging existing relationships with every major vehicle barrier original equipment manufacturer (OEM) o Lessons learned from past experience performing extensive maintenance on multiple vehicle barrier’s

LVW is structured to protect the government against any potential risk due to business challenges that LVW or other companies may experience, LVW has established the experience to provide for complete and total staffing continutity, if necessary.

(b) Past Performance

ACP Maintenance and Service – Yongsan, Korea POC Kenneth Salter | Contracting Officer | 256-895-1052 | [email protected] Contract No. | W912DY-13-D-0016 | Firm Fixed Price Type Period of September 2016 – September 2017 Performance Place of Yongsan, Korea Performance Contract $1,719,681 Amount Scope of Effort LVW Electronics provided maintenance and service to the United States Forces Korea (USFK) Yongsan Garrison, South Korea. The ESS maintenance and service included routine Preventative Maintenance (PM), Emergency Maintenance (EM), and Corrective Maintenance (CM) of ESS and Commercial Intrusion Detection Systems (CIDS) for various locations throughout South Korea. The existing systems maintained include Commercial Intrusion Detection System (CIDS), Electronic Entry Control System (EECS), and Closed Circuit Television (CCTV). Types of maintenance required include: preventive and corrective maintenance (semi- annually), emergency maintenance (within 8 hours, as required), and ESS system upgrades and improvements (as required, per EAP). LVW provided twelve solutions involving the upgrade and installation of systems including Access control, Alarm, replacement of outdated JCIDs as well as CCTV systems. LVW engineered a solution to upgrade and replace IDS systems across South Korea. In order to provide a rapid response and provide a central repository for data collection, LVW implemented a 24/7 helpdesk providing USFK customers with one number to call. Customer feedback has been complementary of response time as well as ease of contact.

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ACP Maintenance and Service for US (CONUS & OCONUS), Multiple States POC Lisa Hendrix | Contracting Officer | 256-895-1295 | lisa.M. [email protected] Contract No. | W912DY13D0016 Type Period of January 2012 – On-Going Performance Place of Group A: Fort Bragg, North Carolina; Aberdeen Proving Ground, Maryland; Fort Performance Belvoir, Virginia; Fort Meade, Maryland; Fort Detrick, Maryland; Joint Base Myer- McNair, Virginia; Arlington, Virginia; Radford AAP, Virginia; Fort Drum, New York; Watervliet, New York; West Point, New York; Fort Benning, Georgia; Fort Stewart, Georgia; Gillem Enclave, Georgia; Hunter AAF, Georgia; Fort Jackson, South Carolina; Fort Knox, Kentucky; Fort Leonard Wood, Missouri; Fort Riley, Kansas

Group B: Dugway Proving Ground, Utah; Fort Carson, Colorado; Pueblo Chemical Depot, Colorado; Arlington Hall, Texas; Fort Hood, Texas; Fort Polk, Louisiana; Fort Sill, Oklahoma; McAlester AAP, Oklahoma; Pine Bluff, Arkansas; Camp Roberts. California; Fort Huachuca, Arizona; Fort Irwin, California; WSMR, New Mexico; Fort Greely, Alaska; Yakima Training Center, Washington; JBLM, Washington; Fort Campbell, Kentucky; Anniston Army Depot, Alabama; Bluegrass Chemical Depot, Kentucky; Fort Rucker, Alabama; Holston AAP, Tennessee; Redstone Arsenal, Alabama Contract $36,977,568 Amount Scope of Effort Provided maintenance and service for various systems: Access Control Points (ACPs) for the US Army, lightning protection systems at Military Ocean Terminal Sunny Point, NC and Military Ocean Terminal Concord, CA. LVW planned, procured, and installed an integrated Electronic Security System (ESS) and various military installations. Finally, LVW performed maintenance and service of all integrated Electronic Security System (ESS) and the supporting communication equipment, at the 834th US Army Transportation Battalion, Military Ocean Terminal, Concord, CA (MOTCO).

Task Order 0030 – Restricted MATOC POC Gloria Harris |Contracting Officer | 256-895-7357 Contract No. | W912DY11D0020 Type Period of October 2015 – July 2017 Performance Place of Fort Belvoir, Virginia; Fort Carson, Colorado; Fort Riley, Kansas; White Sands Performance Missile Range, New Mexico Contract Amount $1,749,833 Scope of Effort Procurement, installation, and integration of Electronic Security Systems (ESS) for multiple Access Control Points (ACPs) consisting of standalone and integrated configured Closed Circuit Television Systems (CCTV).

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LVW is uniquely qualified to carry out this type of ACP contract, given that LVW has and is still successfully performing this scope of work at multiple locations both CONUS and OCONUS through US Army Corps of Engineers Access Control Point (ACP) contracts for Group A, Group B, Minnesota and Korea. LVW has developed a relatively straightforward yet effective approach to executing Procurement, Installation and Maintenance Services. LVW has successfully executed dozens of task orders at over 50 sites using the same or similar service request and service order process.

With over 44 years of work for Federal, state and local governments and commercial clients across the US, Japan, Korea and Egypt, LVW has completed over 50 procure and install (P&I) task orders for US Army Corps of Engineers (USACE) Huntsville Center (CEHNC) over the past 10 years as a Small Business Prime Contractor on two prior MATOCs in addition to performing work at over 44 US DoD sites on two worldwide maintenance and service MATOCs.

LVW has developed a strong ability to support P&I as well as M&S contracts, including a technician pool of over 40 personnel with varying technical abilities, backgrounds, training and levels of education, including all necessary certifications and skills to carry out the Performance Work Statement (PWS), deploying from Colorado, Texas, the National Capitol Region, Washington State, Utah, North Carolina, Tennessee, Alabama and Hawaii. In addition to our technician pool, LVW has a dedicated ESS engineering group comprised of 10 personnel with years of experience supporting CEHNC task orders, as well as their own varying levels of education, experience, certification and training, including training and experience for all systems proposed with in this PWS, deploying from Colorado and National Capitol Region. LVW has dedicated project managers who work for our Program Management groups, who also have years of experience working on CEHNC task orders, deploying from Colorado, Texas and Tennessee.

The staffing provided by LVW is dependent on the requirements of the contract. If the contract is best executed by providing full-time personnel, then qualified and certified personnel will be provided. In the case that full-time personnel are not required, LVW will coordinate the availability of appropriately qualified personnel for the given project with the needs of the preventative maintenance schedule. LVW has procedures in place to provide technicians in the event of preventative and corrective maintenance needs. LVW has over 50 technicians throughout the country as well as qualified subcontractors available to deploy at any given moment to address the maintenance needs of our customers.

LVW employs over 45 Technicians ready for immediate deployment our response staff consists of 20 Top Secret and 36 Secret cleared personnel all having current Visa’s, as applicable. Our Operations Manager and Travel coordinator is able to re assign our resources as needs arise to ensure the proper personnel are responding to the tasks at hand.

LVW’s entire corporate philosophy is to do more with less while ensuring that our customers are well-taken care of at all times. Over the past 10 years, LVW has grown at a sustainable 10% on average year on year, which means that we don’t over-leverage our abilities, while still ensuring delivery of projects according to quality, cost and schedule as required and expected by our clients.

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LVW simultaneously executes multiple contracts CONUS and OCONUS while requiring the highest level of quality service is provided. To facilitate and ensure top performance, LVW largely depends on its highly trained and certified staff who are supported by corporate management. We assign an experienced and competent program and project managers to each contract. These managers are given autonomy to respond to the needs of their customers in a timely matter. Our strategy to embed project management at each site is enhanced by our flexible corporate structure which allows project management access to necessary corporate resources whenever necessary.

(d) Safety and Quality Control Management Program

LVW is committed to employee safety and the concept that every employee is entitled to a safe workplace. LVW endeavors to provide each of its employees, including those engaged in field activities, a place of employment free from recognized hazards that are likely to cause work related illness, injury or death.

LVW considers our employees our most valuable resources. No one is expected to jeopardize his or her health or safety as a condition or consequence of employment with LVW.

LVW subscribes to the theory that “accidents do not just happen.” A vast majority of individuals could attribute many work-related injuries and illnesses to one or more unsafe acts of either commission or omission. These acts either result directly in an injury, or in a hazardous situation that may allow an injury to occur. Consequently, the objective of the company's safety program is not only to eliminate recognized hazards, but to motivate employees to habitually think about the safety consequences of their actions.

The LVW Safety program is intended to provide every employee with sufficient training, task specific information, equipment, and management support to continuously perform his or her job duties in a safe manner. Everyone must do his or her part.

Safety Orientation: All new hires are required to read the LVW Safety Plan and receive a brief from the Safety Manager. Once the brief is completed the employee will initial and sign the Safety Orientation Checklist and receive the appropriate Personal Protective Equipment.

During the brief, it will be discussed what the minimum requirement of Personal Protective Equipment (PPE) an employee will have when working on a site, fire prevention/protection, and actions to be taken in the event of an emergency situation.

In order to monitor and ensure quality in the services LVW provides, we take advantage of performance- improvement tools to measure, track, and improve internal processes and customer satisfaction. Quality is not a stand-alone principle; it must be systematically embedded in our management approach. Consequently, LVW follows an iterative approach to Quality Management, one that has feedback loops at several key points, and that encourages flexibility and responsiveness to emergent situations and individual project requirements. LVW’s QMS tracks each process, and assures overall production quality through careful and topical application of quality control, assurance and improvement at strategic stages of each.

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production quality through careful and topical application of quality control, assurance and improvement at strategic stages of each.

Even though there is a hierarchy to these processes, LVW’s QMS endeavors to allow for quality control, assurance and improvement to stem from all processes, and to affect all applicable processes, regardless of hierarchy. LVW’s relatively flat corporate organizational structure allows for a more rapid flow of quality- based information, an asset that LVW’s QMS takes full advantage of.

(e) Technical and Technical Management Capabilities

As our past performance demonstrates, LVW is well organized and committed to provide this contract with the services, timeliness of performance, and cost control as needed. Our team can meet critical deadlines from the Request for Proposal (RFP) process, through award, procurement, mobilization, installation and close out procedures. We achieve these goals by assigning the right resources to the project from the start. By adhering to the Project Management Body of Knowledge (PMBOK) guidelines and our internal Quality Controls we can maintain time lines as outlined.

LVW employs a rolling integrated master schedule to manage manning for our corporate systems, which typically has deployments and assignments locked in at 30 days, slightly more flexible at 60 days and relatively fluid at 90 days, given the nature of our work. Roughly 80% of our personnel are deployed at any time. Simply put, we deploy some 45 technicians, 10 engineers and 5 project managers of various skill sets and experience on a daily basis. As such, it is relatively easy to schedule for deployment at 90 days, the only caveats being that, depending on the nature of the work, certain skill sets or personnel may be less fluid for scheduling than others. As such, LVW has developed a dynamic recruiting and hiring process that has been employed to hire personnel across the US and OCONUS on a near term basis. Typically, LVW can source and hire employees on an average of 25-30 days after requisition, available to backfill other longer-tenured employees deployed.

(f) Ability to Manage Contracts and Obtain Sub-contractors

Based on the historical data available on this contract, LVW does not anticipate the need for significant subcontracting for this Multiple Award Task Order Contract (MATOC). If the need arises on specific task orders the lines of communications are clearly delineated in our organizational structure and have been refined through the use of subcontractors on hundreds of other projects at dozens of sites over the past decade.

During the TORFP process, LVW’s engineers will identify the need for a SME subcontractor to the assigned Project / capture manager. Once the need is validated LVW’s Project / capture manager and contract manager will develop the proposed statement of work and send out to qualified subcontractors for consideration. Upon receiving responses, the proposal team will review the response and evaluate it based on past performance, quality, and pricing. If the subcontractor is not already on our approved list, we will initiate a (MSA) Master Service Agreement and pre-vetting to ensure that the subcontractor is sound, responsible, has a proper record of safety and quality, and can meet all contract requirements, prior to using them for a bid. The sub-contractor on site personnel will report directly to the site lead during the installation process, with the site lead reporting daily activities via reports to the assigned project manager in our PMO.

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>>>>>END OF STATEMENT<<<<<

I sincerely hope you consider our firm as a capable offeror as you perform your source selection process. If you have any questions or require any clarification, please direct any further requests for information to my attention.

Best Regards,

//s//

Alexander “Sander” Wilson LVW Electronics 1540 Quail Lake Loop Colorado Springs, CO 80906 (719) 540-8900 [email protected] www.LVW.com

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Project 1 The only U.S. Army installation in its state, the work site consists of thousands of buildings and offers four-season training for all branches of reserve- and active-component military personnel. ISS was engaged as the subject matter expert for the work at the site, which involved multiple facets of physical and electronic security systems. Together with other sub-contractors and managing our own task-specific selected for their proven expertise, sub-contractors on subcontracts in excess of $100,000, ISS performed numerous projects under the overall contract, due to amendments and Engineering Change Requests. Our sub-contractors were brought in for their specialty skill sets such as electricians, boring, trenching and fencing. The project subcontract involved the design, installation, configuration, testing, commissioning, and training activities. The work integrated extensive new data transmission media (wireless, wireline, and fiber optic); security lighting; access control, backup power systems; physical security; and other security related systems into the existing enterprise. The project equipment installation, Performance Verification Test, and Endurance Test were successfully completed. ISS also provided personnel and all materials for the onsite safety program. Project closeout activities were completed and the overall project was on time and on budget. Key project deliverables included, but were not limited to: 1. Participated in the existing conditions survey and assisting with report preparation 2. Provided on-site training and prepared O&M manuals and As-built drawings 3. Performed system warranty maintenance 4. Procured two Mobile Steel Plate Barriers 5. Upgraded physical security at vehicle access points by adding dead men and aircraft cable lacing to existing bollard systems for access control 6. Procured and Installed an ACS/CCTV/Intercom package for an access control point gate, including all grading and construction to install pedestals, bollards and other components, as well as all terminations and programming. 7. The ACS included card readers for contactless FIPS 201 compliant access control card reader with keypad, installed on a pedestal. The pedestal was protected by two 8-inch diameter concrete filled steel pipe bollards for each ingress/egress card reader required. 8. Procured and installed an IDS and an EECS, each compatible with existing systems, at a freight facility, complete with programming all alarm points. 9. ISS has performed all technical work including planning, design, procurement, preparation of the contract required Technical Data Packages along with all on-site installation, testing, commissioning, and associated tasks, except as noted above. Project 2 ISS as a subcontractor was responsible for the procurement, delivery, installation, commissioning, and testing of the systems of ESS equipment in the 230kV and 500kV switchyards, and powerhouse at a major dam in North America. Security Technicians, Site supervisors, and Site Safety and Health Officer personnel were provided by ISS for the period of the project. Project documentation deliverables including the Abbreviated Accident Prevention Plan, Site Survey Report, Accident Prevention Plan, safety inspections, meeting minutes, safety meeting minutes, toolbox training sessions, incident reports, and all primary TDP and incidental deliverables were also provided by ISS. Subcontractors have been obtained throughout the contract to meet specific needs. ISS makes every effort to engage with small businesses on a local level whenever possible. In addition to the installation and commissioning of the systems, ISS is responsible for ongoing warranty coverage of the equipment provided. Among the equipment that was installed were Access Control Point items such as: 1. ACS integrated electric turnstile 2. Delta Scientific 7500 K4 rated crash barriers 3. Card readers and stanchions 4. Exterior security lighting with LED fixtures 5. Fiber optic fence sensors on FE6 fencing 6. Tilt-Away gates with full access control with ground sensor loops 7. Protective radar system integrated into the ACS 8. ESS configured and provisioned for remote viewing and management of subsidiary locations. Project 3 A facility located on the US/Mexico border is classified as a Tier II critical national infrastructure by the Department of Homeland Security. The subcontract involved the design, installation, configuration, testing, commissioning, and training activities for a new scalable enterprise FIPS 201 compliant Security Management System with fault-tolerant high availability servers, extensive data transmission media, and wide-ranging physical security/force protection features. Physical security work installed and integrated three Delta Scientific Corporation Department of State K-12 rated active vehicle barriers. Two active barriers (one pop-up wedge per traffic lane) were installed in the public roadway US/Mexico border, and one Department of State K-4 engineered active vehicle barrier. Besides the barriers, cable re-enforced fencing, fence-mounted fiber optic intrusion detection system, security lighting, and other force protection related systems were installed. Key project deliverables included 1. Participating in the existing conditions survey and preparing the report 2. Installing, integrating, and programming all systems, 3. On-site training and documentation 4. Providing O&M manuals and As-built drawings 5. Performing system warranty maintenance. 6. Compliance with Cybersecurity and FIPS 201 requirements; 7. Providing Performance Verification and System Endurance Testing and corresponding reports 8. Providing O&M Manuals 9. As-Built Drawings 10. Performing system warranty maintenance. Quality Control and Management Our Quality Management/Quality Control (QM/QC) Program is implemented by seasoned managers proven in the many facets of quality control. Our program defines organizational responsibilities and specifically addresses the participation and responsibility of program, project, and functional managers, employees, and corporate QM/QC reach back personnel. The program empowers personnel with the authority to improve the quality of their work product, establishes procedures to determine accountability for quality performance at the organizational, management, and worker level. It also allows for evaluation to assure that quality-related issues are effectively and efficiently incorporated into the program team’s operations.

Project 1: Provision of Electrical Services at BAF, Afghanistan Client: Regional Contracting Center - East Location: Bagram, Afghanistan Year Completed: ongoing Value: currently performed ~$500k

RELYANT is currently providing electrical services to sustain electrical requirements for ongoing electrical repair, modifications, and maintenance of existing facilities. RELYANT has provided all personnel, equipment, tools, interpreters, and supervision necessary in order to support the mission of the DoD at BAF, as they continue to undergo infrastructure renovations and upgrades on base. RELYANT's staff includes three Journeyman Electricians and five Local National (LN) electrical technicians to provide the electrical support services on BAF.

RELYANT adheres to all safety requirements on site at BAF, and has so far encountered zero safety incidents during the completion of this project. Furthermore, RELYANT continues to identify possible safety hazards while upgrades take place at BAF, ensuring that as electrical and other facilities systems are upgraded, that the most safe and efficient equipment and practices are implemented.

RELYANT has provided and continues to provide upgrades to electrical systems to meet current BS 7671 (50Hz) and current NEC Standards (60Hz); repaired and modified electrical systems in accordance with current Unified Facilities Criteria (UFC); and has performed electrical system installation on existing facilities. Our team has also provided assessment of existing electrical systems and is working to compile a list of components and materials required to bring system to current standards. RELYANT is also compiling a list for components and materials required to bring system to meet applicable codes and standards, including those addressed in Memorandum for United States Forces-Afghanistan (USFOR-A), Subject Policy Letter #30.1 Electrical Standards. RELYANT ensures that all electrical work on site is coordinated with other facility repair or modification requirements, and performs necessary checks, troubleshooting, and necessary maintenance and repair. Our team has worked to identify safety and quality concerns, and all work has be completed to date to fulfill all OSHA and safety standards on site.

RELYANT has performed work under this contract to the complete satisfaction of the client to date, including providing the most efficient costing solutions for necessary works, equipment, materials, and personnel on site at BAF. RELYANT is currently completing this project within a time frame and cost schedule that is currently not available through other contractors located on site.

Project 2: Vehicle Escorts, Kandahar Airfield, Afghanistan Client: Kandahar Regional Contracting Center Location: Kandahar Air Field, Afghanistan Year Completed: 2015 Value: $4,840,918.20

RELYANT provided 60 third country national escorts and supervisors for vehicle escort services at ECP gates #4 and #5 at Kandahar Airfield, Afghanistan. The mobilization period for this contract was 30 days, allowing sufficient time for RELYANT to mobilize both employees and equipment, to acquire the proper credentials to access Kandahar Airfield, and to receive certification to perform escort duties on base.

The vehicle escort services were to facilitate host nation trucking throughput into KAF. We provided vehicle escort services for vehicles operated by Local Nationals from ECPs as directed by the MCT. RELYANT provided approximately 15 workers per shift at each ECP to include: escorts, gate supervisor, and overall controller, and up to 30 operational escort vehicles (with the ability surge to 20 workers at each gate if needed).

These escorting services were performed 24 hours a day, 7 days a week. RELYANT ensured that all escorts and vehicles possess at least one form of dependable two-way communications to be used for the dispatching and tracking of escort vehicles. RELYANT provided contractor management reports to the Office of the Assistant Secretary of the Army Manpower and Reserve Affairs. Our Human Resources department was well versed with the Synchronized Predeployment and Operational Tracking (SPOT) system and procedure used to generate Letters of Authorization needed for newly hired employees to travel to/from/within theater. At the end of each month, the Site Supervisor submitted a Personnel Summary Report to the designated Contract Officer Representative. This report summarized the terminations, resignations and medical losses for the month. It also includes dates of arrival for new hire escorts on KAF.

Our Human Resources department also provided a labor force wherein supervisors speak fluent English, the workers have “good conduct” certificates from their home countries, and also ensured that each laborer was able to receive the proper qualifications upon selected for this contract in accordance with the Standard Operating Procedures from the NATO KAF Badging Policy.

RELYANT assigned one ExPat Project Manager and one Expat QA/QC Manager to oversee the project, as well as four OCN shift supervisors that speak fluent English. The RELYANT’s ongoing recruiting and training supervisors ensured that all workers performed their daily ensures that a pipeline of qualified escorts is duties properly for the entire duration of the shift by available in the event of attrition and growth. maintaining accurate accountability records of all workers at all times and tracking trip durations (ie, from origin to destination, dwell at destination, and return trip from destination to origin). Shift supervisors and workers are exclusively dedicated to the contract, and met all medical screening and fitness for duty requirements.

Our Staffing Plan for this project employed the following methodologies to ensure total staffing, good preparation, and full operation at all times:  Auxiliary and stand-by teams to cover all absences, scheduled and unscheduled.  Proactive employee retention plans to reduce attrition and maintain guard morale. “RELYANT at ECP 4 ALWAYS exemplifies great  Ongoing recruiting and training to ensure a work ethic, attitudes, and customer service. I pipeline of qualified escorts through attrition am well pleased to work alongside every single and growth.  Flexible workforce of auxiliary and part time employee of RELYANT.” -Howard Smith, escorts to cover demands. Movement Control Coordinator; MCT ECP 4 (KAF Escorts), 25 Feb. 2016 All contract requirements were documented in the employee file, and were verified first-hand. Thorough background investigations were conducted using the military record, Interpol, police record, past employment, local court and local references. Prior Afghanistan experience, directly relevant to the work, was a mandatory hiring requirement.

Project 3: Vehicle Maintenance, Various Locations and Clients, Afghanistan Client: Multiple, including commercial clients, DIA, DLA, and Bagram Regional Contracting Center Location: Various Locations, including Bagram and Kandahar, Afghanistan Year Completed: 2010 – Present (Ongoing) Value: Over $4M to date

RELYANT has been and currently is contracted to provide all labor and management necessary to maintain fleets of soft skinned, armored, and various non-tactical vehicles. RELYANT provides certified full- time mechanics, parts, tools and equipment required to perform scheduled and unscheduled maintenance on all makes and models of vehicles at 11 locations throughout Afghanistan.

RELYANT maintains a detailed database that contains the scheduled/unscheduled maintenance service logs, any repairs that were required, repair parts used, as well as a photo of each vehicle. This system is also used to track when services are due. To ensure the necessary parts are available, the RELYANT logistics support team and our mature supply chain management operations have and continue to provide parts either on demand or bench stock resupply.

RELYANT’s vehicle maintenance management team has experience working flexibly with regard to location, service records, and insurance variables. We travel throughout Afghanistan to recover down vehicles, assess the necessary repairs, and upon completion of repair return them to the client’s desired location.

Our trained and professional mechanics and technicians are specially screened and vetted by RELYANT, ensuring that the proper licenses and skillsets are obtained before work begins. Our mechanics work according to international, national, and local standards, as well as meeting all client needs in the safest and most efficient manner possible.

CAGE Code 0Y085 DUNS No. 194083705 14510 SW 284th Street Homestead, FL 33033 | 334-872-2228 main | 888-371-4844 fax | www.sdac8a.com | [email protected]

USACE Access Point Control Market Research

03FAC Solicitation No. RFQ1297941

July 19, 2018 2:55 p.m. EDT

Submitted to: Submitted by: Paul Daugherty Patti McMilion Contracting Officer Director of Marketing [email protected] [email protected] 202-874-3374 phone 850-341-8548 mobile

Executive Summary SDAC is an award-winning provider of complete facility management, maintenance and support services for Federal Government customers throughout the United States. SDAC is a minority-owned, SDVOSB, HUBZone, MBE, DBE and ISO 9001:2008 QMS certified, certified SBA 8(a) on the 03FAC Schedule (Contract Number 47QSHA18D001B). The company is incorporated in Homestead, Florida with an additional corporate office in Selma, Alabama and field offices throughout the Eastern and Southeastern United States. SDAC holds a Top Secret Facilities Clearance Level (TS FCL) and a number of our employees hold Secret, TS, TS/Sci and TS/Sci/Poly clearances themselves.

SDAC’s government client list is extensive, having successfully performed more than 200 Federal Government contracts, and the company currently holds several federal government MA IDIQ contracts and schedules, including GSA Building Maintenance and Operations Small Business (BMO SB) Phases I and II, the GSA 03FAC schedule, and placement on a USAF Civil Engineering Multiple Award Construction Contract/Multiple Award Task Order Contract (CEMACC/MATOC) at Robins Air Force Base in Georgia. SDAC has provided general and mechanical construction and facility support services to dozens of Federal Government agencies and all branches of the military, several of which require Secret or Top Secret FCL Facilities Clearance and cleared personnel. Further, in 2017, SDAC President Paul Morrow was named SBA State of Florida Small Business Person of the Year, the highest state-level award that SBA bestows upon an individual. He also received a Smithsonian Institution “Outstanding Contribution” Award in recognition of the excellent service SDAC provided to the Smithsonian’s new National Museum of African American History and Culture in Washington, D.C.

SDAC has strong experience in installing, repairing, maintaining and upgrading Entry Control Facilities/Access Control Points, including:

• nonagency security system (locks, gates/arms, hydraulic bollards, keypads, card readers, magnetic locks, etc.) and components (hardware only) which includes general building public access and all garage access; • locks, keycard systems, vehicle barrier systems and static and dynamic bollard systems; and, among other things, • installation of 4″ diameter, 5' long and greater steel round pipe bollards with footings and all associated safety and decorative coordinating implements at subsurface and filled with concrete aggregate at 3000 PSI at secure government facilities throughout the Eastern United States.

SDAC’s TS Clearance permits our company and its managers, technicians and tradesmen to support U.S. Government Agencies in installing, repairing, upgrading and retrofitting active and passive security systems throughout facilities complexes to ensure the safest and most secure environment for mission critical agencies, Government employees and facility visitors.

Since our incorporation in 1985, we have successfully managed and performed hundreds of commercial and government contracts including more than 200 Federal Government contracts awarded in the last five years, some highlights of which includes:

03FAC RFQ1297941 July 19, 2018 1

• placement on the 03FAC schedule under SINs 811 02 Compete Facilities Maintenance, 811 03 Complete Facilities Management, 811 005, HVACR and 003 97, Ancillary Repairs/Maintenance; • placement on GSA’s Building and Maintenance Operations Small Business Multiple-Award, Indefinite Delivery Indefinite Quantity Government-Wide Acquisition Contracts (BMOP SB MA IDIQ GWAC), Phase I/Zone 1 and Phase II/Zones 2 through 6; • over a dozen contracts for the U.S. Army and Army Corps of Engineers; • dozens of facilities investment and mechanical construction contracts for GSA Region 4; • multiple design/build and mechanical construction, and facilities maintenance and support contracts, at secure military installations across the East Coast, including Arnold, Dover, Maxwell, Patrick and Robins Air Force Bases; Hurlburt Field; Forts Belvoir and Lesley J. McNair; Coast Guard Station TISCOM; Naval Station Key West; Miami Army Garrison; and the Tampa Marine Corps Reserve Training Center; and much more.

SDAC’s government client is extensive. The company has provided general and mechanical construction, facilities maintenance and facility support services to dozens of Federal Government agencies and all branches of the military. The figure below provides additional information about some of SDAC’s ongoing and recently completed Federal Contracts.

Recent and Relevant Contracts

Start End No. Customer/Location Contract No. Dollar Amount Contract Type Date Date MA IDIQ Complete GSA – 03FAC Schedule and 47QSHA18D001B; Task Order Facilities Management $42+ 1 BMO SB Phases I and II – GS06Q16BQDS119 Contracts; and Maintenance, 2016 2027 Billion Multistate/Nationwide and -17BQDS219 Spending HVAC, Ancillary Repairs Value and Alterations USAF Robins AFB – CEMACC – $70,000,000.00 2 FA330017C0042 Mechanical Construction 2017 2022 Warner Robins, GA Spending Value USACE HEC – HECSA – 3 W912HQ17R0001 $9,800,000.00 Facility Maintenance 2017 2020 Alexandria, VA USACE Vicksburg – ERDC – Mechanical 4 W912HZ14C0007 $8,953,890.00 2014 2019 Vicksburg, MS Maintenance National Credit Union Facility Maintenance 5 Administration HQ – Alexandria, NCUA350004914 $8,687,133.69 2017 2022 and Support VA GSA Boston Williams and Facility Support 6 McCormack Buildings – Boston, 47PB0018D0008 $7,727,142.00 2018 2023 Services MA Facility Support DOD – NTC Support Center, FA489017C0007 $6,998,364.25 Services (GSA contract 7 2014 2020 Arlington, VA GS04Q15DBC0005 (aggregate) acquired by USAF in 2017) GSA – Georgia 5 Federal 8 47PE0218D0002 $5,155,128.00 Facility Maintenance 2018 2023 Buildings USACE Huntsville – National 9 Defense University, Fort McNair, W912DY15R0025 $5,098,356.20 Facility Maintenance 2015 2018 D.C. USAF Maxwell AFB – Renovate 10 Hangar Building 846, FA330017C0042 $3,775,331.00 General Construction 2017 2018 Montgomery, AL

03FAC RFQ1297941 July 19, 2018 2

Relevant Experience

1. Contract Name: Humphries Engineering Center Support Activity Facilities Operations and Maintenance Performed by: SDAC Contract No.: W912HQ-17-R-0001 Role: PRIME Contract Value: $9,800,000.00 Reference POC: Susan Hill, Contracting Officer, 703-428-6420; [email protected] Description: Humphries Engineer Center Support Activity (HECSA) is the headquarters of the U.S. Army Corps of Engineers located adjacent to Fort Belvoir. HECSA is a civil works installation performing administrative activities supporting USACE and tenant organizations. It is primarily an administrative and research facility consisting of 583 acres comprising 14 existing buildings plus one loading dock totaling 450,000 square feet (SF). SDAC provides Secret- and Top Secret-cleared personnel and Top Secret FCL-managed real property support services for sustainment, repairs and maintenance of infrastructure and related equipment. SDAC’s contract began September 2017 and renews annually through 2020.

2. Contract Name: Building Management Services for National Credit Union Administration Headquarters Performed by: SDAC Contract No.: NCUA-350004914 Role: PRIME Contract Value: $8,687,133.69 Reference POC: Alejandro Holguin, Facility Manager, 703-518-1629, [email protected] Description: SDAC supports NCUA’s mission by providing Property Management Services, Plant Operations, General Maintenance, Housekeeping and Project Management to ensure an efficiently run 167,983 SF facility for this independent federal government agency. The contract runs from November 2016 through December 2022.

Company Profile

Company Name: South Dade Air Conditioning and Refrigeration, Inc. d/b/a SDAC Point of Contact: Ms. Patti McMilion, Director of Marketin;, 850-341- 8548 mobile; [email protected] email DUNS No.: 194083705 CAGE Code: 0Y085 Number of Employees: 85 Office Location: Corporate 14510 SW 284th Street Homestead, FL 33033; Mailing/Remittance 910 Landline Road Selma, AL 36701

03FAC RFQ1297941 July 19, 2018 3

Bonding Capacity: $10,000,000.00 (single project) and $20,000,000.00 (aggregate) plus an open Line of Credit of $1,000,000.00 Small Business Designation and SBA 8(a) on 03FAC; SDVOSB, HUBZone; Certifications: MBE/DBE (Ala. And Fla.); SDB, Minority (Black American) Owned; ISO 9001:008 QMS

Facility Clearance Level: Top Secret Facility Clearance Level Expiration Date: N/A; the TS FCL remains in effect as long as the Security Agreement with DoD (DD Form 441) is in effect. It can only be terminated by DoD or the company.

Attachments Please find our Capability Statement and three (3) relevant examples attached.

03FAC RFQ1297941 July 19, 2018 4

HECSA FACILITIES O&M

W912HQ-17-R-0001

HUMPHREYS ENGINEER CENTER SUPPORT ACTIVITY ALEXANDRIA, VIRGINIA

U.S. ARMY CORPS OF ENGINEERS SEPTEMBER 2017 – AUGUST 2020 USACE HEC $9,800,000.00 SDAC Facility Services (SFS), an SBA 8(a)-approved Joint Venture between ive and laboratory space, and four additional buildings at adjacent Fort Belvoir SDAC and PMM Companies of Maryland, responded to competitive Military Reservation. Solicitation W912HQ-17-R-0001, an IDIQ with a base year plus two option years firm-fixed price (FFP), commercial, single award task order contract The contract’s SOW includes a full-service Operations and Maintenance (O&M) Program providing full preventive and predictive maintenance services (SATOC). SFS subsequently was awarded the contract to provide real property support services for sustainment, repairs and maintenance of for HEC, delivered by SFS. SFS’s contract work includes: infrastructure and related equipment at the United States Army Corps of • service calls at varying levels of urgency including 24/7/365 Engineers (USACE) Humphreys Engineer Center Support Activity (HECSA), emergency response for repairs and alterations located in Alexandria, Virginia. • full facilities investment services for all physical aspects of buildings including equipment, floors, walls, ceilings, roofs and all other Humphreys Engineer Center (HEC) is a civil works installation primarily building equipment and structures concerned with administrative activities supporting its tenant organizations • sustainment and repairs for all plant, property and equipment and USACE. It is primarily an administrative and research facility consisting including equipment operation, recurring equipment inspections, of 583 acres comprising 14 existing buildings plus one loading dock totaling • predictive and preventive maintenance of sanitary sewers, storm 450,000 square feet (SF). sewers, external lighting, relamping of light fixtures, portable and

Four buildings house comprise most of HEC’s administrative and research installed fire protection equipment, promotion and supervision of fire prevention programs, assembly/disassembly of office furnishings, activities. The Kingman Building (constructed 1973) is four-story precast stone signage, and similar building. The Casey Building is a two-story precast stone building. Building • energy management services 2596 is a new 128,000 SF facility. These three buildings accommodate administration and training activities. Research and development activities are The SCIF Cude Building requires preventive/predictive maintenance/repair of located in the one-story, brick-faced Cude Building; the Cude Annex is a its information destruction systems including industrial paper shredders and sensitive compartmented information facility (SCIF). The remaining HEC related equipment. The contract utilizes IBM Maximo as its CMMS. facilities consist of administrative offices, smaller maintenance and Specialized subcontractors (BAS, chemical water, etc.) provide approximately warehouse buildings, three concrete bunkers presently used for administrat- 20% of contract delivery.

REFERENCE

SUSAN M. HILL CONTRACTING OFFICER

USACE HECSA ATTN: CET-HC 7701 TELEGRAPH ROAD ALEXANDRIA, VA 22315 703-428-7407 PHONE

[email protected]

BUILDING MANAGEMENT SERVICES

NCUA -350004914

NATIONAL CREDIT UNION ADMINISTRATION ALEXANDRIA, VIRGINIA

JANUARY 2017 – DECEMBER 2022 NCUA CONTRACTING OFFICE $8,687,134 DIVISION OF PROCUREMENT AND FACILITIES MANAGEMENT

NCUA is the independent federal government agency responsible for SDAC provides all building management, facilities maintenance and supervising and insuring the nation’s Federal credit unions and operations, janitorial, portering and commissioning services as well as insuring member accounts in state-chartered federal credit unions. In retail property management services for NCUA’s base Building and 2016, in response to Solicitation No. NCUA-16-R-0014/0001, a retail space, including:

competitive acquisition for small businesses, NCUA awarded a • Maintaining and handling all day-to-day facility activities; contract to SDAC Facility Services for Building Management Services • Maintaining the property; for NCUA HQ at 1775 Duke Street, Alexandria, Virginia. The contract • Monitoring energy usage and recommending the necessary has the potential for five (5) additional one-year option periods actions required to maintain the following ratings: resulting from award term performance incentives that will be o Building Operation Management and Association exercised at NCUA discretion. (BOMA) Class “A” standards for the Alexandria, VA area,

NCUA owns its headquarters building located at 1775 Duke Street, ENERGY STAR® Rating of 75, and o Alexandria. NCUA’s headquarters building is a seven-story, single- o LEED Gold certification for Building O&M. tenant structure comprised of approximately 167,983 square feet In 2017, SDAC was commended for increasing NCUA’s ENERGY (146,800 rentable) of office space, 9,531 square feet of retail space, STAR® rating by four points, to 79. SDAC also is NCUA’s and below-grade on-site parking developed for general office use and representative to the area’s Parking Operations and ancillary ground floor retail uses. SDAC JV supports NCUA’s mission Management/King Street Station associations. Our job is to provide by providing the following services to ensure an efficiently run Property excellent service to this independent federal agency to ensure the Management program for its facility: smooth, effective operation of this Metro Washington, D.C. facility. • Property Management Services • Plant Operations • General Maintenance • Housekeeping REFERENCE • Project Management

ALEJANDRO HOLGUIN FACILITY MANAGER

1775 DUKE STREET ALEXANDRIA, VA 22314

703-518-1629 PHONE 703-518-6671 FAX

[email protected]

O&M OF GEORGIA 5 FEDERAL BUILDINGS

47-PE -02-18-D-0002

GODBOLD, MORGAN, SMITH AND ROME FEDERAL BUILDINGS, AND TUTTLE COURT OF APPEALS GEORGIA, STATEWIDE

APRIL 2018 – MARCH 2023 GENERAL SERVICES ADMINISTRATION $5,155,128 SOUTHEAST SUNBELT REGION 4

SDAC was awarded a contract through GSA Region 4 to provide The Building Operation Plan has a requirement to purchase “green” operations and maintenance (O&M) services to five separate supplies and equipment whenever possible as well as operational federal buildings totaling 543,022 SF across Georgia: performance targets to conserve energy and water. SDAC is tasked with assisting each building to establish processes, plans and • Elbert P. Tuttle U.S. Court of Appeals, Atlanta procedures to meet energy efficiency goals through launching John C. Godbold Federal Building, Atlanta • ENERGY STAR® and LEED™ programs for all facilities during our • Lewis R. Morgan Federal Building, Newnan tenure. • Sidney O. Smith, Jr. Federal Building and U.S. Courthouse, Gainesville SDAC provides all tools, equipment, technical staff, management, a • Federal Building-Post Office-Courthouse, Rome site safety plan and a quality control plan responsive to the government’s quality assurance surveillance plan. We are SDAC provides all predictive and preventive maintenance and responsible for maintaining, using and operating the Government’s repairs for all mechanical/electrical/plumbing systems, including NCMMS service call system. Further, SDAC is responsible for 24/7/365 emergency response, integrated “smart” buildings managing a cadre of specialty subcontractors to provide tools, systems, building automation systems, plumbing and restrooms, supplies, inspections and specialized work that would be inefficient sanitary sewage and stormwater drains, HVAC chillers and boilers, to keep on hand, such as elevator inspections, chemical water chemical water treatment, oil and refrigerant analysis and changes, treatment analysis, etc. Subcontracted specialties make up less than lamps and ballasts, architectural and structural systems and 10% of the overall operating budget. maintenance, kitchen hoods and exhausts, kitchen appliances, non-agency security systems such as locks, gates, arms, bollards, This FFP contract began on April 1, 2018, with a one-year base keycard readers, mechanical window washers, dock levelers, period, and four potential option years follow, through March 31, garage doors, parking lots, finishes, flag handling, fire protection 2023. and life safety systems, fire alarms, fire suppression systems, smoke doors, vertical transportation systems, landscape irrigation systems, roofs, solid waste and recycling and restroom equipment. REFERENCE

MARVIN FRASIER BRANCH CHIEF

77 FORSYTH STREET, SW ATLANTA, GA 30303

401-291-0001 PHONE 404-334-4104 FAX

[email protected]

CORPORATE HEADQUARTERS 6828 W. Melrose St. Boise, Idaho 83709

TOLL FREE 888.382.8379 WEBSITE www.sloansg.com

PERIMETER SECURITY EQUIPMENT SPECIALISTS Securing Your Trust Since 1991

We provide service and maintenance for high reliability.

DESIGN BUILD MAINTENANCE

Founded in 1991, Sloan Security Group is an award- OUR PARTNERS: winning, family-owned business whose mission is to ensure critical security solutions are designed, installed and maintained for reliable performance.

WE OFFER :

- Design and installation

- Barrier and non-barrier monthly and quarterly service contracts - Intrusion -sensing maintenance - Factory -certified inspections - On -site training - 24-hour emergency services

CORPORATE HEADQUARTERS 6828 W. Melrose St. Boise, Idaho 83709

TOLL FREE 888.382.8379 WEBSITE www.sloansg.com

PERIMETER SECURITY EQUIPMENT SPECIALISTS Securing Your Trust Since 1991

ALL Sloan technicians are manufacturer- trained in installation and UL-325 safety

compliance.

Equipment manufacturers require documented maintenance logs to validate warranty terms on their equipment.

WHO IS TAKING CARE OF YOUR CRITICAL EQUIPMENT?

Customer Types: Current Clients:

• Military Facilities • U.S DOE Sites • Corporate Campuses • United States Marshall

• Residential Services, Various Locations • Commercial • Department of Justice • Federal • Oregon Trail Elec. Co-op • Energy NW Hanford

Contact:

Rich Phillips Service Department Manager [email protected] (c): 208.830.4694 (o): 208.344.8379

Team Yukon 1

US Army Corps of Engineers Access Control Point Maintenance and Service Program Team Yukon Introduction Yukon Fire Protection Services, Inc. (DBA Yukon Industrial), an Alaskan Native 8(a) company, is partnering with AES International and In2gro (collectively Team Yukon) to provide the US Army Corps of Engineers Access Control Point Maintenance and Service Program with direct service experience on previous ACP and ESS contracts as well as numerous other ACP-like contracts. Our team and personnel have managed and maintained over 200 ACP sites and are prepared to execute across multiple regions or within a single region as required. AES, a woman-owned small business, is a known and respected USACE ACP service provider. In2gro is a GSA small business with key personnel who also worked directly on previous ACP & ESS contracts. Yukon Industrial as 8a Prime Yukon Industrial is an Alaskan Native 8(a) company and a leader in industrial and commercial fire alarm, detection, and suppression systems and service; security, access control, and barrier system installation and maintenance; and facility operations & maintenance. Yukon Industrial provides solutions for the telecommunications industry, data processing and computer server rooms, power generating facilities, manufacturing facilities, oil and gas facilities, and municipal, state and federal agencies. To best serve our customer, enhance the efficiency of our on-site personnel, and ensure the performance of quality services that meet contract requirements, Yukon Fire (DBA Yukon Industrial) bases its projects on a strong foundation of corporate support from our parent company, K’oyitl’ots’ina, Ltd. (KCorp). KCorp is a financially stable and geographically agile Alaska Native-owned company that comprises more than 400 employees in 21 states and Washington, D.C., and is supported by an adjunct corporate office in Arizona and business offices in Virginia, New York, and Kentucky. As a subsidiary of KCorp, Yukon is supported by a common corporate management structure that, per FAR 15.305(a)(2)(iii), permits the relevant experience of our key management to be included when evaluating the bidding subsidiary’s past performance and experience. Operational standardization is owned and administered by KCorp. All subsidiaries benefit from a common senior level management corps and each other’s experience. In addition, we also benefit from the relevant experience of our subsidiaries, who are also managed by KCorp personnel. K Corp subsidiaries are: Brooks Range Contract Services, Inc. (BRCS); KCorp Technology Services, Inc. (KTS); KCorp Support Services, Inc. (KSS); and Yukon Fire Protection Services, Inc. (DBA Yukon Industrial).

Relevant Past Performance examples for Team Yukon (K Corp Technology Services—A Yukon Industrial, 8a family company)

Contract Name San Ysidro and Tecate LPOEs Location San Diego, CA Tecate, CA Contract Number GS-09P-11-KS-D-0062 Duration Two 5 YR contracts Responsibilities KTS is responsible for approximately 277,531 sq. ft. of building space, which includes offices, inspection booths, vehicle booths, quarantine

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facilities, and holding cells. We provide all labor, tools, and equipment to carry out a full mechanical operations and maintenance services program. An overview of our responsibilities includes: • Service Desk Operations • Mechanical, HVAC, electrical and plumbing systems • BAS and control systems • Fire protection and life safety systems and equipment • Architectural and structural systems • Landscape irrigation systems in landscaped areas, except above-ground elements i.e., sprinkler heads • Mechanical equipment for window washing • Locks, keycard systems, static and dynamic bollard systems • Dock levelers • VTE • Card access/building access/ access control systems • Delta barriers/automatic gates, mechanical and control systems ACP Equipment KTS is responsible for the Delta Barriers and automatic security gates (and related mechanical & access control systems); static & dynamic bollard systems; and physical security fences surrounding the facilities

Team Yukon partner, AES International (a woman-owned small business/ WOSB) was a sub to Siemens Government Services (SGS) on the ESS 4 Task Order providing approximately $40 Million of service over the life of the contract.

Contract Name US Army Corp of Engineers ACP (Access Control Program) ESS-IV ACP Program - - - Buy and Drop Maintenance and Service Program Location Huntsville, Alabama Contract Number W912DY-05-D-0015 Duration 5-year General Overview Provide Preventive and Corrective Maintenance Services – 200 US Army Bases – CONUS and OCONUS. • Access Control Points • Provide a 24-Hour Service / Call Center • FFP and T&M CLINS for PM’s and CM’s • Barriers, Itemizers and Vapor tracers, Diesel Light Sets, Metal Detectors and X rays • Provided Preventive and Correction Action Services: USA, Hanoi, Korea, Djibouti, Tripoli, Philippines, Mexico, Iraq Germany, Japan, Kwajalein, Guam, and Doha. AES has established strategic alliances with local GC’s in Qatar, Saudi Arabia, Egypt, Afghanistan, and Beirut. This unique relationship provides ready access to local labor, trenching, civil construction, and outside plant support. Responsibilities A list of basic responsibilities includes: • Perform preventive maintenance, unscheduled service and repairs.

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• Provide equipment end user training and for the replacement of unserviceable equipment for its subset of the 4,100 pieces of equipment • 200 US Army Facilities located in the Continental United States (CONUS) this included Alaska and Hawaii. • Equipment consists of the GE Itemizer3 and Vapor Tracer2 trace detection equipment. These devices are used to detect for explosives and narcotics. • Rapiscan 522B X-Ray machine used to scan packages and personal item brought onto the facility. • Terex and Magnum diesel light tower generators used for emergency lighting and electricity. • Natsatka and Delta Barriers • Smith Walk Thru Metal Detectors • Provide BOM’s and Manufacturer required PM’s • Provide Accident Plan Maps – all 200 Bases • Dispose of Oil in environmental correct manner, – for all 200 Bases • Followed acceptable practices for testing of radiation emissions— all bases • Provided Master Steel Engr. Mechanic for repairs on barriers • Staff Call Center and Field Teams • Quality Control Plan (QCP) • Facility Maintenance Plans / Work Plans • Annual RM Schedule • Quarterly Operations and Maintenance Reports • CAC and Security Requirements (site specific) – Techs were Credentialed into all sites. • Supplied Korea Visa’s, and Germany Visa’s • Weekly and Monthly Status Reports • Provided annual PM Schedules, and 3 Week “Look-Aheads” • Run Maximo Service Software for Corrective Actions and Tracking of Service Tickets

ACP Equipment All technicians certified on OEM equipment: • Natsatka- portable & permanent rapid deploy systems • Delta • Morpho: Narcotic and Explosive GE Itemizers & Vapor Tracers • Terex and Magnum Light Sets • Rapiscan walk-through metal detector • Rapiscan X Rays • Gasoline & diesel engine generators • Smith X-ray Detection Equipment • Magnum Lighting • Hirsch Access Control • Vindicator Systems • Software House Access Control • Mechanical and hydraulic and electric Barriers and Bollards • Universe of CCTV and Video Solution

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Team Yukon’s other partner, In2Gro (a GSA Small Business) – has experience with all facets of ACP equipment installation and maintenance as well as key personnel with direct experience on previous ACP contracts in Huntsville.

Contract Name General Motors / AWS / Antero / Equinix Location CONUS & OCONUS Contract Number Commercial Contracts – Directly applicable systems and equipment Duration 5 year General Overview In2Gro – National Union Partner • Electricians all 50 States • Mechanics all 50 States • CONUS Offices – DC, MI, OH • In2Gro currently performs Service Support in all 50 states, and South and Central America, Canada, Japan, and Singapore Responsibilities A list of basic responsibilities includes: • Desing • Install • Maintenance / Service • Training • CAD and Document Support • Professional Service Provider ACP Equipment • Ground Based Radar – VAR • Buried Sensor Systems – VAR • Fence Mounted Sensor Systems – VAR • Guard Shack Construction • K12 Fence and Gate Arm Construction – Ameristar • Smith and Wesson – Grab Barrier – (Owned by a different company now) • UVSS – Under Vehicle Systems – Gate Keeper and CommPort • Lenel Access Control • Amag Access Control • Experience with Rapid Gate System • RapiScan X Ray • Boon Edam – Turn Stiles and Man Traps • Intercom Systems

Generalized experience in maintaining critical ACP equipment As demonstrated above in the past performance examples, Team Yukon has the capabilities and personnel to execute all ACP required tasks and are prepared to execute CONUS & OCONUS, across multiple regions or within a single region as required. Team Yukon has the skills and experience to provide ACP with technical manpower for installation, preventive maintenance, corrective maintenance (break-fix work), warehousing, and spare parts. Further, Team Yukon will provide these services for new or existing equipment

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such as GE (Morpho Detection) Itemizers, MobilTrace units, RapiScan X-Ray machines, Magnum, Terex emergency light generators, bollards, GRAB net systems, and a variety of other vehicle barrier systems. Team Yukon can also provide material purchases, product upgrades, and the required consumables for these products, as well as on-site training on all sites (for both Army and Contract Guard services), and warehousing and logistic support for these products.

Team Yukon can also provide factory trained TS Cleared personnel prepared for ACP Task Orders as needed. By keeping personnel strategically located around the globe our team has alternatives to deliver cost-effect travel alternatives and position us so we never miss a scheduled site visit. Team Yukon maintains an accurate database of device specific information to insure the proper tools and parts are available to handle the requirement of each site. We also cross-train our entire team to insure standby crews are always at the ready to handle emergency requirements worldwide.

Managing Geographically Dispersed Contracts Team Yukon serves the USG government by providing installation, operation, and maintenance services across multiple sites and multiple states, simultaneously. We have built our collective service offerings on a government-centric platform to most expeditiously and efficiently meet the needs of our customer. Based on our decades of experience with geographically dispersed sites, we believe that it is not the distance between contract locations that is of significance, but the organizational structure, resources, communication processes, use of cutting edge technology, and experience of the companies performing the services. Our capabilities cover all aspects of management and supervision and providing the labor, materials, supplies and equipment to operate, maintain and repair large and small government building equipment and systems worldwide. This ranges from scheduling service orders, through conducting tours and preventive and predictive maintenance inspections, implementing our integrated quality control program, ensuring an appropriate bench stock and inventory of spare parts, and ensuring that the facility systems and equipment operate as designed. To best serve our customer, we base each project on a strong foundation of corporate support. We benefit from the corporate organization of the prime/parent company KCorp, a geographically agile organization that takes full advantage of available technological innovations to provide project support, oversight, and technical expertise.

Corporate Safety and Quality Management Program Safety We are committed to ensuring the safety of our customer, building occupants, our employees, and the facility itself. Safety begins at the corporate level with our corporate safety manager, who has years of experience managing safety in both industrial and office settings and who is integral to meeting contract safety and health requirements, providing training during phase-in and throughout the contract as needed or required, and ensuring that employees have the necessary knowledge, skills, and abilities to safely carry out their duties and maintain a safe working environment. He meets with the CO or designee before the contract start of work to

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review our safety and environmental programs, and to discuss implementation of all safety and environmental provisions pertinent to our work under this contract. He conducts an initial job hazard assessment during phase-in, and develops and submits all plans as required. Our safety training program is built on our fully developed occupational safety and health program, which the corporate safety manager adjusts during phase-in to be specific to the facilities included under a contract. He submits this to the CO or designee for review and approval within the specified timeframe. All our employees must undergo basic safety training at contract start i.e., OSHA safety training, emergency, general communication. Thereafter, OSHA and other safety training is provided annually and as needed and includes the courses listed below.

• Work Place Fire Safety • Hazard Communication • Bloodborne Pathogens • Fall Protection and Ladder Safety • Emergency Operating Plan (EOP)

We also have over 293 OSHA-required safety and health training toolbox sessions posted on-line, ranging from 10 minutes to two hours, and accessible to all employees. Employees are required to complete a one or two hour class monthly, and a minimum of one 10-minute toolbox session weekly. Depending on the job i.e., high risk, or work situation or other factors, employees may be required to complete more than one weekly toolbox session. Below are examples of training we have facilitated in the past.

• Emergency Operating Plan • Respiratory Protection • Hazardous Waste Training • Fire Alarm Control Panel/Fire • Fall Protection, Ladder • Spill Prevention Control And Suppression Systems Safety Countermeasures (SPCC) • Workplace Fire Safety • Confined Space Entry • UST/AST Awareness • Hazard Communication • Hearing Conservation • Runoff Control • Personal Protective • Lockout/Tagout • Electrical Safety (Arc Flash) Equipment • Bloodborne Pathogens • Asbestos Awareness

Quality Management Our quality control plan represents our company’s commitment to asset preservation and total customer satisfaction through state-of-the-art facility maintenance services while following, to the maximum extent possible, environmentally sound practices and processes. Our quality control program is integrated throughout our service offerings and is the primary tool we use to proactively identify and correct any deficiencies in our services. Our integrated quality management program incorporates the following elements to ensure premium services: ➢ Smooth and timely contract start-up and execution • A proven phase-in plan • Effective management plans and processes • Well-established administrative processes ➢ Proper controls and oversight

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• Scheduled and unscheduled inspections by on-site and corporate personnel • Inventory and spare parts oversight • Computerized Maintenance Management System (CMMS): most current services information, quick and easy access to archival information - PM, service calls, tracking, inspections, reports ➢ Customer service and satisfaction • Partnering for contract success • Effective communication • Prompt response and correction of deficiencies ➢ Sustainability and reduced resource consumption • Integration of technology for optimized energy performance and water protection and conservation

Our proactive quality control process is based on planning, doing, checking and acting. It requires feedback to and from both corporate management and on-site staff, and provides an integral link between the project manager, corporate management, and government representatives. This exchange of information allows for more informed decisions on where and how to improve training, realign staff, or modify the work process. It gives us the project oversight that we need to plan for program improvements, monitor the improvements, and modify them as necessary. Inspections are conducted daily, weekly, monthly, quarterly, and annually by on-site staff, the project manager, and corporate operations, quality control and management personnel. Basic elements of our inspection program include: • Scheduled daily, weekly, and monthly facility walk-through inspections, and quarterly, and annual random sampling facility walk-through inspections, & written reports; • Coordination of regulatory inspections and permit renewals; • Inspection and verification of authorized work; • Predictive and preventive maintenance inspections; • Review of emergency contact list for all contract and customer personnel; • Review of contractor files, to include bid process documents, contracts, authorized work orders, approved pay voucher copies and correspondence; • Scheduling and oversight of all maintenance required by the facility lease agreements; • Review of warranty documents and maintenance records.

The types of inspections in our program include:

• Visual Inspections • Administrative Inspections • Preventive Maintenance Inspections • Proactive Walkthrough Inspections • Energy Conservation Inspections • Environmental Compliance Audits

When conducting facility inspections, on-site and corporate management uses inspection or audit check sheets to assess performance in the following areas:

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• Equipment Condition • HVAC System • Appearance of Maintenance Equipment/Materials Areas and KTS Employees • Preventive Maintenance Tasks • Service Calls • Repairs • Safe Operating Procedures • Water Treatment Program • Energy Consumption and Conservation • Reporting Requirements

Technical and Management Capabilities Yukon Industrial is a subsidiary of KCorp, Ltd., the fifth largest Alaska Native Claims Settlement Act (ANCSA) village corporation in Alaska, with a portfolio of contracts in 21 states and over 400 employees. KCorp supports each project site with management, quality control, and reach-back to higher-level technical expertise. The benefits of contracting with the KCorp family of companies include: • Adequate resources to fully staff and equip a project, reducing operational risks • Strong customer-driven corporate management team committed to doing the job right • Smooth contract start-up using corporate management personnel • Expanded technical capabilities, experience and expertise for all KCorp customers through the company’s network of subsidiaries and strategic acquisitions • Guaranteed continuity of operations through access to the personnel and material assets of sister companies. The depth of our corporate resources and our reach-back capability allows us to guarantee continuing service should any adverse business conditions arise such as labor strikes, national emergencies, or natural disasters.

Corporate support for each project includes: • Corporate Purchasing o National Purchase Accounts offering best pricing o Expedited Delivery- most parts and supplies available overnight o Updates on new and improved products- lighting, motors, lubricants, cleaning products etc. • Administrative Support o Human Resources – Management of employee benefits, recruiting, corrective action, standards of conduct o Accounting – Payroll, Payables, Receivables, Insurance • Quality Control and Compliance o Corporate-level inspections, development of submittals and deliverables, corporate safety manager, corporate quality control manager o Initial and follow-up safety training, security training, other training as required • Technical Expertise as Necessary o Degreed engineers on staff, regional managers

Managers participate in phase-in and quality control inspections, and are available by phone 24/7 in case of emergency and to provide project support. Operations and maintenance staff at each site have the full support of our corporate structure throughout the contract duration. This

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level of corporate support will ensure that the complex administrative responsibilities of the contract are in compliance and frees on-site staff to focus on providing services. In addition, and perhaps most important, sufficient authority is delegated from the corporate office to the project manager so that our customer’s needs are responded to on time and efficiently. For example, corporate accounting staff ensures that the project manager has adequate credit lines and sufficient petty cash on hand for smooth contract execution. We believe in short, direct spans of administrative control so that the project manager has the authority and flexibility he or she needs to meet project goals. Human resource management is a corporate function and includes all recruiting, screening, hiring, evaluation and separation. To be considered for hire, a candidate for employment must have the skills, licenses and certifications required for their duties. Any qualified candidates who are selected for hire must undergo and pass the prescribed security screenings and drug tests. All our employees must wear a contractor identification badge and our company uniform, which includes our company logo and conforms to all site-specific uniform requirements. They are required to present a neat and professional appearance and maintain a professional and courteous attitude toward our customer and all building occupants at all times. Initial training includes standards of conduct and the security requirements of our customer. When required, our employees must sign in when they enter a building and sign out when they leave the building. We escort any subcontractor or vendor personnel who do not have the required clearances and unescorted privileges at all times, and we schedule subcontracted work in advance as necessary so that we can provide the proper escort.

Managing Contracts and Obtaining Subcontractors We believe that providing services in-house results in optimum efficiency and economy. However, in instances where maintenance is cyclical, or infrequently required, or for tasks that require specialized skills, tools, certifications or equipment or that are so labor-intensive they would detract from the regular operations and maintenance tasks of in-house staff, it is more cost-effective to use qualified subcontractors. In such cases, we subcontract with firms that can provide maintenance functions at best value.

We select subcontractors based on reputation, experience and ability to respond in a timely manner. Below are the basic criteria we use to determine if a subcontractor is a qualified candidate for consideration:

• Ready availability for the job • Possession of ample and suitable materials, supplies, tools, and equipment • Previous/adequate experience executing similar contracts • A record of success and a good reputation in the subcontractor’s field of work • Financial soundness

In addition, all subcontractors must possess the necessary licenses and certifications required by the state and other applicable entities. Subcontractor selection is an integral part of the phase-in process. By supplementing and maintaining our in-house knowledge and expertise, appropriately selected subcontractors will contribute to a smooth transition and successful start- up.

We work with over 1,300 vendors and subcontractors annually and, as a small disadvantaged business, seek to work with small and other disadvantaged businesses to the greatest extent

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possible. We also purchase subcontracted services through national accounts with major manufacturers or their local representatives. This assures us of consistency in services at a cost savings. This includes purchasing from and working with nationwide suppliers, such as Grainger and its Supplier Diversity program. This program offers more than 22,000 items from certified diversity suppliers and over 57,000 products from small businesses that meet Grainger’s quality standards. Such purchasing also gives us access to over 2,353 products containing recycled materials. We continually evaluate the performance of our subcontractors to ensure that they meet our high standards. All of our actions regarding solicitation, award, and administration of subcontracts are designed to enhance our ability to respond to the government’s needs, within the timeframes specified in the contract. The same guidelines and procedures that the government requires of our firm are passed down to each of our subcontractors. We solicit three competitive bids and select the most cost-effective alternative. Subcontractors are required to include a copy of all required licenses and certifications in their respective bid. Our efforts to subcontract with a diversity of subcontractors include researching:

• Existing company source lists. • The Procurement Automated Source Systems (PASS) of the Small Business Administration. • The National Minority Purchasing Council Vendor Information Service. • Minority Business Development Centers (funded by the Minority Business Development • Agency, Department of Commerce) • Trade associations affiliated with SDBs.

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TABLE OF CONTENTS 1 PROJECT REFERENCES ...... 1 1.1 PROJECT #1: UTAH DATA CENTER ...... 1 2 PROJECT REFERENCES ...... 3 2.1 PROJECT #2: SOCIAL SECURITY ADMINISTRATION (SSA) NATIONAL SUPPORT CENTER (NSC) ...... 3 3 GENERAL ABILITY TO MANAGE CONTRACTS OVER A WIDE GEOGRAPHICAL AREA ...... 4 4 CORPORATE SAFETY AND QUALITY CONTROL MANAGEMENT PROGRAM ...... 6 4.1 SAFETY ...... 6 4.1.1. Managing and Executing our Safety Program Throughout the Contract ...... 6 4.2 QUALITY ...... 9 4.2.1. Managing Quality Throughout the Contract ...... 9 4.2.2. Quality Management Methods Throughout Design and Construction ...... 9 4.2.3. Implementation of USACE Three Phase Quality Control Program ...... 12 5 TECHNICAL AND TECHNICAL MANAGEMENT CAPABILITIES TO SUPPORT THE REQUIRED WORK ... 18 5.1.1. Infrastructure Maintenance Management System (IMMS) ...... 18 6 ABILITY TO MANAGE CONTRACTS AND OBTAIN SUB-CONTRACTORS ...... 20 6.2 ABILITY TO OBTAIN SUB-CONTRACTORS ...... 22 6.2.1. Subcontractor Identification and Selection ...... 22 6.2.2. Managing Subcontractor Performance ...... 23

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1 PROJECT REFERENCES

1.1 PROJECT #1: UTAH DATA CENTER PROJECT INFORMATION General Contractor: Dean/Fluor Joint Venture (M.C. Dean controlled) Client Contact: NSA/Installation & Logistics (I&L) Organization Randy Tubbs 17460 South Camp William Drive Bluffton, UT 84065 P: (801) 445-0709 [email protected] M.C. Dean Contract Value: $55,500,000 Performance Period: 10/2013 – 09/2018 PROJECT OVERVIEW The Utah Data Center (UDC) is designed to support the Intelligence Project Size: 1.4M SF Community’s (IC) efforts to protect the nation. The 1.5+ million square Type: Design-Build/O&M feet, LEED Silver data center was created to sustain more than 1,600 Key Systems: watts/SF in the UDC’s 100,000 SF of computing space. Since 2013,  Active Vehicle Barriers Dean/Fluor—an M.C. Dean, Inc. controlled joint venture—has  Active Vehicle Barrier provided Facilities Services under a five (5) year contract. The contract Control Systems consists of the operations and maintenance (O&M) of the highly  Bollard Systems secure Tier-III Data Center complex.

M.C. Dean’s contract encompasses total data center/facility operations, including maintenance, repair, replacement, alteration, custodial, and general services that relate to 17,000 tracked assets. We provide 24x7x365 services, including the manning of the Facility Control Center (FCC) that provides continuity of operations, situational awareness, tenant support, Building Automation System (BAS), Process Control Systems (PCS), life safety, and other control systems operation. M.C. DEAN SCOPE OF WORK CRITICAL ACP EQUIPMENT Active Vehicle Barriers M.C. Dean provides O&M services for an APSG SW-12 shallow wedge anti-terrorism hydraulic vehicle barrier system, which is K-12 DOS certified and consists of four (4) barriers. We perform hydraulic pump/hose/cylinder/motor inspections, operations, maintenance, and repairs. M.C. Dean also provides heat trace de-icing system maintenance and repairs, pivot point maintenance, sensor adjustments, and finish coat painting and touch up.

Active Vehicle Barrier Control Systems M.C. Dean performs services on APSG SW-12 controls which include a safety loop detector and reset loop detector. We provide controls adjustments and troubleshooting, PLC input/output repairs, AC power repairs, and system troubleshooting.

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Bollard Systems M.C. Dean performs structural/settling inspections and paint and touch up on a static bollard system.

M.C. Dean also provides maintenance and operations services for electrical, fire alarm, mechanical, building automation/process control, and configuration management systems.

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2 PROJECT REFERENCES

2.1 PROJECT #2: SOCIAL SECURITY ADMINISTRATION (SSA) NATIONAL SUPPORT CENTER (NSC) PROJECT INFORMATION General Contractor: Hensel Phelps GC Contact: Michael Barker P: 703-246-2394 [email protected] Client Contact: Social Security Administration Dena Tucci 1540 Robert M. Ball Building 6401 Security Blvd Baltimore, Maryland 21235 P: 410-597-1959 [email protected] PROJECT OVERVIEW The National Support Center (NSC) in Urbana, Maryland is the Social M.C. Dean Contract Value: Security Administration’s primary and largest data center. The $23,704,519.30 300,000 square-foot NSC comprises a 240,000 square-foot, mission- Performance Period: 11/2016 -- critical, Tier III data center; facility access control building; 2-story 03/2022 office building for 160 employees; and a warehouse/logistics support Project Size: 300,000 SF space. The NSC is LEED Gold certified and the 63-acre site includes a 1- Type: O&M megawatt photovoltaic array that produces more than 2 percent of Key Subcontractor Systems: the facility’s annual electricity.  Active Vehicle Barriers

 Active Vehicle Barrier M.C. Dean is performing full operations and maintenance support Control Systems from 2016 to 2022. We provide preventive and emergency  Security Gates maintenance, daily operations, service calls, and repairs of all aspects of the facility, including electrical, mechanical, fire alarm, HVAC, SCADA, plumbing, elevator, photovoltaic, gates and barriers, and general maintenance. We staff the facility 24/7/365 with a full-time staff. Key personnel include a project manager, HVAC mechanic, electrical mechanic, and supervisor. M.C. DEAN SCOPE OF WORK CRITICAL ACP EQUIPMENT Active Vehicle Barriers M.C. Dean provides monthly preventive maintenance on Delta Phalanx model DSC2000EMI barriers. We grease actuators; inspect actuator boots, universal joints, and the motor; and cycle the unit to ensure limits are set properly.

Active Vehicle Barrier Control Systems M.C. Dean performs operations and maintenance support for loop detectors. We provide panel inspections of the PLC board, VFD drives, breakers, and fuses; and inspections of gate arms and controls.

Security Gates We provide services for the B&BRSS Model4x0E sliding gate vehicle barrier. M.C. Dean performs inspections on the safety system and drive system, including the gears, motor, chain, and limit switches.

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3 GENERAL ABILITY TO MANAGE CONTRACTS OVER A WIDE GEOGRAPHICAL AREA M.C. Dean is the nation’s premier operations and maintenance service provider with over 2,800 employees – including and 300 engineers and 154 maintenance technicians – in 29 offices worldwide. Further, 600+ of our technical personnel, including project managers, engineers, and technicians, are cleared at a Top Secret level or above. This deep bench of qualified and cleared personnel means M.C. Dean has the staffing resources to manage and support contracts throughout CONUS and OCONUS – even at highly secure sites. Figure 1 below illustrates M.C. Dean’s impressive geographic depth. FIGURE 1: M.C. DEAN HAS NEARLY 3000 EMPLOYEES IN 29 OFFICES WORLDWIDE

To successfully manage multiple projects over a wide geographical area, M.C. Dean treats task order contracts as one project (program) with multiple sub-tasks (projects). This approach allows for a team environment for assigned personnel across all task orders and creates collaboration for all team members with definable and achievable goals. It improves processes through lessons learned and benefits the government by providing repeatable, executable, and reliable processes from task order to task order, from inception to close out. Even as projects are performed concurrently, it is unlikely that each task order project under this multiple-award contract will have the same schedule. There will be much overlap between the beginning of one task order and the end of another. There may also be lapses in the program IMS where there are no work activities for assigned personnel. Despite these challenges, it is imperative to maintain the personnel that are intimately involved with the multiple-award contract program. It has been our experience that the steep learning curve associated with assigning new personnel to an existing program creates breakdowns in communication, deviation from proven processes, and lack of coordination of activities. Rather than permanently re-assign key and non-key personnel to new projects during lapses in the program IMS, we temporally assign those personnel to other projects outside the program until another task order is awarded. We also implement mentor programs for personnel to shadow lead personnel until they are qualified to perform supervisory lead roles. This process allows us to continuously build a highly qualified team of experts to support present and future program-level concurrent construction task order projects for multiple-award contract such as this one. In addition to the IMS, we also create a block schedule/stoplight chart to provide an overall program view. The block schedule/stoplight chart is a high-level view of deliverables for every project within the program. It identifies when items are on time, in-process, or late and all critical milestones directly correlated with the IMS. Project leaders and the contract manager use this tool to easily communicate with the government about the status of every phase of every project within the multiple-award contract program. Critical milestones identified in the block schedule/stoplight chart are Capture, Kickoff, Site Survey, Scope, Engineering and Design, Procurement, Testing

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and Training, Implementation, Acceptance and Close Out. On the following page is an example block schedule/stoplight chart for a contract on which M.C. Dean currently manages all aspects of the program. The ongoing project below is an IT, VTC, OSP/ISP, excavation and civil works, electrical and mechanical system supporting PEO/IES Power Protection enables (P2E) located in the European Theater, Israel, Horn of Africa, Baltics and Balkans. The staff that supports this program is comprised of M.C. Dean’s program management, three project managers, one QA/QC manager, one safety officer, one technical program lead, eight engineers, 30 field personnel, mechanical subcontractors, a civil subcontractor, and two systems engineers. The block schedule/stoplight chart employs short interval activities in a pull schedule format. It is reviewed and updated weekly in coordination with the IMS. We require weekly updates because concurrent task order construction projects have varying schedule deliverable dates. This high-level view of task order project status enables program leadership, the government, and all project personnel to evaluate the real time status of multiple concurrent projects. It allows program management to be proactive to potential slips in schedules and deliverables, make logical decisions to mitigate impacts, make shifts in project personnel based on priority, overcome any potential risk, expedite equipment with long lead times, and identify open, closed, and task orders that are in the pricing phase.

FIGURE 2: THE BLOCK SCHEDULE/STOPLIGHT CHART PROVIDES A HIGH-LEVEL VIEW OF M.C. DEAN S SCHEDULING CAPABILITIES AND PROCEDURES

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4 CORPORATE SAFETY AND QUALITY CONTROL MANAGEMENT PROGRAM

4.1 SAFETY 4.1.1. MANAGING AND EXECUTING OUR SAFETY PROGRAM THROUGHOUT THE CONTRACT M.C. Dean’s 2017 EMR of .49 is considered “Best in Class” by industry standards. We have experienced a 52% decrease in employee injuries and a 92% decrease in direct workers compensation costs since 2010, primarily through the implementation of our Operational Risk Management (ORM) program (the core tenants of which are described in FIGURE 3. This has allowed us to achieve safety rates far below the industry averages, as demonstrated in TABLE 1. Furthermore, we were recently recognized as one of EHS Today’s “America’s Safest Companies” for 2017. Part of our commitment to safe project execution includes ensuring our subcontractor team partners are not only fully indoctrinated into our own safety program, but also implement safety “best practices” in their own organization. TABLE 1: M.C. DEAN'S SAFETY RATES ARE BELOW INDUSTRY AVERAGES

M.C. Dean

Rates Recordable Hours Year Cases – Industry Lost Time Industry Worked Deaths DART Average Accident Average EMR Rate (LTA)

Not Not 2017 6,129,058 0 .52 .26 .49 Available Available

2016 5,198,869 0 .58 1.5 .19 1.0 .47

2015 5,458,364 0 .95 1.4 .27 1.0 .50

M.C. Dean has extensive experience managing safety programs for the USACE throughout CONUS, including but not limited to Intelligence Community sites at Buckley Air Force Base in Colorado, the Utah Data Center, Hawaii, and Fort Meade, MD. All work performed at these locations have been successfully managed resulting in zero lost time incidents with over 1.5M man hours worked. Furthermore, we’ve managed very similar results on large task order based IDIQ programs that include subcontractor management on the NSA’s Livewire Program at Fort Meade, on a very large task order based contract for SPAWAR at numerous OCONUS secure site locations, and on IDIQ task orders at the NSA’s Utah Data Center, which involve the challenges of running multiple task orders concurrently with different levels of complexity. Through site specific safety officer (SSHO) support on every task order, the contract safety manager is responsible for the field coordination of this multiple-award contract safety plan including: • Demonstrating a serious, vigorous, and persistent commitment to the project safety, health, and operational risk management process. • Participating in the weekly four-week-look-ahead planning meeting. • Conducting daily safety and health inspections. • Maintaining inspection logs. • Conducting mishap/incident investigations.

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• Maintaining the OSHA 300 log. • Maintaining safety reference materials, onsite. • Ensuring the foreman conducts safety meetings. • Implementing and enforcing this Safety Plan. • Conducting Hazard/Risk assessments. • Evaluating the personal protective equipment (PPE) program. • Conducting safety inspections. • Notifying the insurance carrier of an injury/accident requiring medical attention. • Maintaining associated logs of areas inspected and recommended actions. • Documenting safety meetings and pre-work meetings. • Monitoring and enforcing subcontractor compliance. • Conducting new hire and refresher safety and health orientation, as required. • Stopping work when necessary to guarantee employee safety and wellbeing.

M.C. Dean provides a world-class occupational health and safety management system by implementing safety practices built around the 21 elements of control and seven key conformance areas identified by the ANSI Z10 standard. The ANSI Z10 standard along with the Construction Industry Institute’s (CII) Zero Incident Techniques (ZITS) and the EM 385 1-1 model for Accident Prevention Planning allow M.C. Dean to offer a comprehensive occupational safety, health and environmental management approach. This approach has resulted in M.C. Dean’s excellent safety performance. We have adopted EM 385 1-1 as our preferred regulatory compliance standard and utilize EM 385 1-1 Appendix A as the framework for our Accident Prevention Plan. Within the context of ANSI Z10 and EM 385 1-1 Section 1 (Program Management), we have established the concepts of ORM to ensure continued safety and health of our employees. We utilize risk assessments (an EM 385 1-1 requirement) at no less than four different levels in the performance of our work, creating the following tailored to each task order’s scope of work: A Risk Register, a Position Hazard Analysis (PHA), an Activity Hazard Analysis (AHA), and our Daily Work Briefing (DWB).

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FIGURE 3: M.C. DEAN ORM PROGRAM

The Daily Work Briefing (DWB) is a critical element to our Operational Risk Management process and is conducted every day with every crew on every task order. It is simple by design and used as platform for employees to engage in discussions about their work activities. These briefings lead to production of effective controls to mitigate risk. The DWB uses five core functions: (1) defining the scope of work, (2) analyzing hazards, (3) developing and implementing hazard controls, (4) performing work within hazard controls, and (5) providing feedback for continuous improvements. It has been a proven method to reduce risk and it has the flexibility to be adapted to every task order no matter the size, complexity, or frequency. As a supplemental addition to the DWB for continuous improvement, we have implemented a focus on High Risk Activities (HRA) to identify the high risk/low frequency activities that can cause serious injuries. If a HRA is identified during the DWB, we have a separate risk assessment discussion to develop controls to minimize the exposure. The ORM structure includes a safety policy, safety objective, and safety management plan for its success. This philosophy and our ability to sustain this process will be evidenced by the following guiding principles: • Senior management is responsible for supporting and monitoring the safety, health, and ORM process. • The line organization is responsible and accountable for leading and implementing the safety, health, and risk management process. • Supervision possesses the skills and competencies commensurate with project safety, health and risk management responsibilities. • All employees must comply with safety, health, and risk management requirements and accept that working safely is a condition of employment.

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• Effective accident prevention strategies such as safety engineering and design, training, people-based safety, and administrative controls are used to safeguard against workplace hazards. • We work towards continuous improvement. • We foster a culture that aligns safety, health, and risk management with the other business objectives. • We conduct our business in compliance with all regulatory requirements. • The emphasis is on the safety, health and risk management planning process and the reduction of incidents that will be our measure of our success.

4.2 QUALITY 4.2.1. MANAGING QUALITY THROUGHOUT THE CONTRACT M.C. Dean is a quality leader with a quality management system (QMS) certified to ISO 9001:2008. Our QMS is supplemented with other control and assurance frameworks such as the USACE/NAVFAC – Construction Quality management and Capability Maturity Model Integration (CMMI) Level 3. The scope of the quality management function spans the entire range of the value chain: pre-construction, design, supply chain/manufacturing, verification and validation, logistics and field operations. All quality management system activities are documented by means of the quality control plan (QCP). The scope of QCP is determined by the requirements set forth in contract documents and consists of quality planning, quality control, and quality improvement activities. It primarily comprises of procedures, work instructions, checklists, logs and forms which are selected from the team’s organizational assets and tailored to project requirements. This plan will ensure that all work is performed in accordance with the contract plans, specifications, drawings, applicable codes and regulations, and safe construction practices. The underlying framework of our QMS/QCP and tailored processes is based on USACE’s: • Three phase quality control as specified in UFGS 01 45 04.00 10 and/or UFGS 01 45 04.00 20. • DrChecks administered through the government’s online ProjNet Suite to efficiently and collaboratively manage each step along the design review process for the design-build multiple- award contract. M.C. Dean’s quality management is an entirely independent entity headed by the vice president of quality control and quality assurance, reporting directly to the CEO/owner. M.C. Dean will dedicate a contract quality control officer (QCO) to manage the day-to-day QMS effort. Depending on the size and technical complexity of the task order, the QCO will either dedicate or designate a quality control specialist (QCS) to manage the QMS. A program specific QCP will be developed providing specific controls, checklists, forms, and logs to be used throughout the design and construction process.

4.2.2. QUALITY MANAGEMENT METHODS THROUGHOUT DESIGN AND CONSTRUCTION Our QMS employs various quality management methods to control and assure first-rate quality throughout the project life cycle (design, procurement, construction, verification and validation). The following section identifies some of the key controls that will be utilized.

4.2.2.1 DESIGN REVIEWS Design review is carried out to control and verify engineering design requirements are met prior to each of the design submission milestones. Design documents including but not limited to drawings, sketches, specifications, technical provisions, calculations, and studies are completed and verified in accordance with established procedures and checked against applicable criteria, codes, standards and regulatory requirements. Design packages follow the appropriate reviews. Each deliverable is verified and reviewed. The records of these verifications, reviews and checks are maintained as quality records, and made available for review. Design QC 9 U.S. ARMY COE ACCESS CONTROL POINT SOURCES SOUGHT; U.S. ARMY ENGINEERING AND SUPPORT CENTER

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reviews are conducted to evaluate and determine that appropriate design, design interface, quality, safety, and reliability standards have been specified and that parts, materials, equipment, and processes are appropriate to the application. These design reviews are performed by individuals other than those who originated the design. These reviews take several forms: Intra-discipline design review of design documents: Performed within the originating engineering discipline, so the design is consistent with applicable design criteria, standards, codes, and other governing requirement documents. Interdisciplinary design review of design documents: Performed to verify design compatibility among interfacing engineering disciplines. Design Interface Review: Performed between other interface areas (construction, prefabrication, detailing, spooling, quality control, project management, etc.) Comment Verification: Comments resulting from each review process are incorporated into the original design document before a subsequent review is started.

M.C. Dean’s design review entails the five following steps: Step 1: Document the plan: 1. Populate the Blue Beam Session Initiation form (BBSIF) and forward to document representative. 2. Make work products ready for QC and forward to document representative. 3. Document representative to initiate Blue Beam session. Step 2: QC Review of Work Product. Step 3: Concurrence – comments are addressed (accepted/rejected). Step 4: Correction – comments are incorporated (implemented/addressed in future submittals). Step 5: Verification – Back checking Corrections (complete/not complete).

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4.2.2.2 SUBMITTAL REVIEWS: M.C. Dean’s submittal review process is designed to ensure that materials and methods used conform to the contract requirements, plans and specifications. The submittal review process is an integral component of the quality control plan and must be completed prior to scheduling the preparatory meeting. Completion of this process allows for an in-depth examination and review of shop drawings, product data, samples, certifications and procedures. The initial step of the submittal review process is the creation of the submittal register. The submittal register identifies all the submittal deliverables that are required per the project specifications, as well as any additional submittals that will be required to aid in field planning and coordination. Due dates for these submittals are then scheduled during pre-mobilization within the team. The QCS will review each submittal along with the transmittal cover sheet. Included in the cover sheet must be the CSI number, quantity, description, type, variances, and the appropriate CSI paragraph from chapter 2 in the CSI division. The QCS date stamps the submittal and reviews it for conformance. The submittal is stamped with the stamp as shown here. Comments are added, and the transmittal is created with relevant submittal register items noted. FIGURE 4: A LIST OF COMMENTS PRODUCED DURING DESIGN REVIEW

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The review of the submittals entails: • Comparing submitted manufacturer’s product against the list of allowable manufacturers and products listed in the project specifications. If the submitted product differs, a variance is requested from the architect before any alternative products are accepted. • Verifying that only complete submittal packages are submitted for approval to ensure that all components of the package are coordinated. • Verifying that all finishes and colors match what is specified. If no colors are specified, flagging this information in the submittal for the client designated representatives’ approval. • Confirming that the appropriate material types are being used (including any product labeling codes), such as fire ratings and orientation labels. • Identifying sizes and weights of all submitted materials. Checking dimensions against plans and confirming access routes on the project are large enough at time of installation to accommodate larger items and assemblies. • Confirming that all items on shop drawings are shown in the proper plan location, in the required quantity, and with the same identifier numbers used in contract drawings. Confirming that the shop drawing’s north arrow matches contract drawing’s north arrow. • Identifying special storage requirements for materials and coordinating special needs with project superintendent prior to delivery of materials. • Checking submittal against the latest drawing revision and including all RFIs and other drawing change documents that have been issued to confirm that all changes have been captured. • Comparing submittals against existing documents and other trades work. Locating field coordination items such as required pathways conflicting with mechanical trades, i.e. ductwork, escalator and elevators.

4.2.3. IMPLEMENTATION OF USACE THREE PHASE QUALITY CONTROL PROGRAM The underlying framework of construction quality control (CQC) is based on three phase quality control. It starts with understanding the project schedule, specifications, codes, and M.C. Dean best practices. We then put together a document called the quality control tracking log (QCTL) which guides the implementation of each unique installation task herein referred to as definable feature of work (DFOW). The QCTL identifies the three phases of quality control – preparatory, initial and follow-up for each DFOW. FIGURE 5 on the following page shows an example QCTL log. Step 1 - Preparatory Phase: This meeting is held at least one to two weeks prior to the start of each DFOW. The purpose of this meeting is to ensure that the foreman directly supervising the work understands the requirements of the contract documents. At this meeting, the contract drawings and specifications are reviewed along with the manufacturer’s installation instructions. The AHA is also reviewed to ensure that the foreman has considered the safety requirements in his pre-installation planning. Because the purpose of the preparatory meeting is to confirm that the foreman understands how to properly install the work, this step is repeated whenever a new foreman is assigned to a feature of work. The QCTL is updated upon the completion of the preparatory meeting. Step 2 - Initial Phase: After conducting the preparatory meetings and obtaining necessary sign-offs on the preparatory meeting checklists, the foreman is authorized to install one representative sample of the work for a given DFOW. It is communicated and understood that work cannot progress beyond this one representative sample until it has been inspected and approved. The purpose of the initial phase is to:

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Review predetermined amount of work in place for compliance with contract documents to determine level of quality and workmanship and verify that the proper materials are being installed in accordance with the submittals, contract documents, and manufacturer’s installation instructions. • Verify adequacy of controls (testing and inspection methodology and frequency). • Resolve conflicts. • Ensure all required outside testing has been completed. • Ensure compliance with the safety and health plan, including the job hazard analysis. Step 3 - Follow-up: The purpose of the follow-up phase is to perform inspections on each DFOW to assure continuing compliance with contract requirements. These inspections are based upon the guidelines and criteria established in the preparatory and initial phase meetings. If an unacceptable number of deficiencies are found during the follow-up phase, it may be necessary to repeat the preparatory meeting or initial inspection step. • Facilitate periodic checks to assure compliance with Contract Documents and acceptable level of workmanship. • Record and notify of deficiencies. • Provide corrective action. • Review deficiency log. • Confirm completion of corrective action.

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FIGURE 5: THE THREE PHASES OF QUALITY CONTROL – PREPARATORY, INITIAL AND FOLLOW-UP FOR EACH DFOW ARE SHOWN ON THE QCTL

4.2.3.1 SUBCONTRACTOR QUALITY CONTROL: M.C. Dean QMS ensures that services or work products provided by external providers (such as vendors and subcontractors) meet specified requirements. The amount of procurement control exercised by M.C. Dean over external provider is dependent upon the expertise and performance history of the external provider, as well as the impact of procured services or work products on project quality. M.C. Dean management will evaluate external providers using defined criteria based upon their ability to perform services in accordance with contractual requirements. QCS will ensure that external providers responsible for completing DFOWs on behalf of M.C. Dean are subjected to the same stringent M.C. Dean quality controls. These controls are identified in the QCTL and are used to collect all objective evidence from subcontractor led preparatory meetings, conducting initial, follow-up and daily patrol inspections on subcontractors scope of work, indoctrinating subcontractors to the M.C. Dean QMS, involving subcontractors in the ORMs, auditing subcontractor compliance to the intent of all elements of the quality plan, and initiating corrective and preventive actions in case of deviation from standards. Because the M.C. Dean QCTL will identify subcontractors for the relevant features of work, all the requirements of the three phase quality control flow-down and are applicable to the subcontractors listed in the QCTL.

4.2.3.2 RECEIPT INSPECTIONS: Receipt inspection is an important material management function that concludes the transportation shipment and collects information for material accountability. The QCS is responsible for performing receipt inspection on all incoming material for each task order. The receipt inspection comprises measuring, examining, and testing to determine whether the materials provided in the shipment conform to contract requirements, are free from any damage, and quantities match the quantities ordered. If any discrepancy is found, a purchasing discrepancy is initiated and forwarded to the vendor. The QCS follows up regarding the effectiveness of the vendor’s response. All receipt inspections are maintained in the material log as shown here:

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FIGURE 6: THE MATERIAL LOG IS USED TO MAINTAIN RECEIPT INSPECTIONS

4.2.3.3 MONITORING QUALITY: To manage construction activities and track progress in the field, M.C. Dean has developed a software platform, JobConnect, which integrates BIM models, project schedules, productivity metrics and technical documentation into a cohesive, live system of record for employees and project stakeholders, including owner representatives. The system provides near real-time visibility of daily project status and ongoing issues, providing a comprehensive way of monitoring quality control. It supports a broad set of activities represented in the BIM model, from site ductbank to equipment installation, termination and testing, to final punch list and check-out. The following example (FIGURE 7) shows tracking of prefabricated ductbank assemblies overlaid on the detailed drawing. A standardized color scheme shows status at a glance, while detailed model-derived measurements provide the basis for estimating labor. Information on each assembly is recorded in a central database, providing a single collaborative environment for all parties.

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FIGURE 7: JOBCONNECT PROVIDES NEAR-REAL TIME VISIBILITY OF PROJECT STATUS TO PROJECT STAKEHOLDERS

JobConnect is an integral part of M.C. Dean’s ISO 9001 compliant quality management and continuous improvement program. In the field, it is used to capture defects, punch list items, impacts from other trades, and track them to resolution. Punch list items are directly tied to design artifacts, including one-line diagrams and the MEL, and carry supporting photos, work estimates and a collaborative workflow. At a project level, issues are presented in a roll-up view to effectively support work assignments and decision-making in the field. Defects are recorded and categorized against specific items where they are found, allowing root cause analysis and identification of systemic deficiencies in production. This closed loop process is applied across all work centers to drive continuous improvement. Formal inspection results are characterized as FIGURE 8: WEEKLY SCORECARDS ALLOW PROJECTS TO GAGE THE opportunities and nonconformities. PERFORMANCE OF THE CONSTRUCTION CREW Opportunities are defined as “the components, grouped by type, examined in a designated area.” Nonconformities (or deficiencies) are instances of “non-fulfillment of requirements.” Using the opportunities and nonconformities, the quality level of a jobsite is assessed using a metric called sigma. Sigma is a statistical term that measures how much a process varies from perfection, based on the number of nonconformities (or deficiencies) per million opportunities. Sigma scores are assessed for each DFOW and the responsible foreman/crew-leader and reported on a weekly basis using a weekly scorecard.

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4.2.3.4 DAILY QUALITY CONTROL REPORTS: Daily QC reports are required for each day that work is performed and allow M.C. Dean to maintain an account of each calendar day throughout the life of the contract. The reporting of the work is identified by terminology consistent with the construction schedule. Information documented in the daily QC report includes: • Problems encountered during construction. • Work progress and delays. • Conflicts or errors in the drawings or specifications. • Field changes. • Safety hazards encountered. • Instructions given. • Corrective Actions taken.

4.2.3.5 CORRECTIVE & PREVENTIVE ACTIONS: M.C. Dean uses corrective action reports (CAR) and corrective and preventive actions (CAPA) to adjust the production process, quality system, and product documentation to continuously improve product and service quality. In general, all systemic issues or feedback from internal sources are entered into CAR and reported to project management on a weekly basis, while feedback from external sources are entered into formal corrective & preventive action (CAPA). The source of internal feedback can include weekly scorecards, nonconforming material data, field failure data, work-in-process testing results, and suggestions from personnel. The source of external feedback can include customer survey results, customer complaints, recurring CARs, internal audit results, and external audit results. It is the responsibility of the QCS and QCO to lead the documentation, implementation and verification of effectiveness of the CAR.

4.2.3.6 INTERNAL AUDITS: The QCO will audit each TO during any phase of its life cycle or when any systemic issues are reported either through weekly scorecards or through client complaints. This provides additional checks and balances to ensure the program level QMS requirements flow-down and are executed at the task order level. As part of the internal audit, the QCO is responsible for: developing the audit schedule; conducting the audit; preparing, compiling and filing the audit report; initiating corrective and preventive actions upon identification of noncompliance using CAPAs; and verifying the effectiveness of corrective and preventive actions. QCS are responsible for: assisting the project in preparations for the audit, facilitating the successful completion of the audit, providing access to all documents needed for audit activities, and leading and/or facilitating the closure of corrective actions. At the end of the audit, a formal internal audit report is generated identifying strengths and opportunities for improvement.

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5 TECHNICAL AND TECHNICAL MANAGEMENT CAPABILITIES TO SUPPORT THE REQUIRED WORK M.C. Dean’s innovative managed maintenance structure is comprised of three key elements: our in-house CMMS- called IMMS, technically skilled and cleared employees, and our deep reach back capabilities to support 24/7/365 operations and maintenance support. IMMS, M.C. Dean’s own non-proprietary workplace management system platform (described in greater detail below), will be the cornerstone of our innovative managed maintenance structure. We will use it to manage PM work schedules and corrective maintenance service requests, as well as parts inventory and facility data collection for reports such as PM and CM completion rates and energy trending information. Another essential component of our maintenance approach is our technically skilled and cleared employees. All project personnel will be up-to-date on relevant trainings, licenses, and certifications, and cleared at the Top Secret Level or higher. Finally, our deep reach back capabilities ensure 24/7/365 facilities maintenance support. M.C. Dean has nearly 3,000 employees at project sites and offices worldwide – with more than 600 cleared at the Top Secret level or above. FIGURE 9: M.C. DEAN'S CALL CENTER PROVIDES 24/7/265 SUPPORT M.C. Dean operates a 24/7/365 call center that allows us to virtually manage project work using the IMMS. It provides technical support and technician dispatching after hours for preventive maintenance, corrective maintenance, technical support, and replacement part services. The 24-hour call center tracks emergency and non-emergency requests using IMMS, giving clients a real time status of their maintenance activities. Once a trouble call is received from the customer and a technician from M.C. Dean is dispatched to the facility, IMMS provides a real- time, on-line record, allowing to customer to track when the call was received, the nature of the maintenance issue, the time the technician was dispatched, the resolution implemented, and the time the issue was resolved. The maintenance history of each component is also available. The database is completely standards-based and is available to clients in a variety of electronic records formats or via IMMS. The center features the latest telecommunications equipment to support the management of more than 90,000 calls annually. It is equipped with ten call center workstations comprised of a Dell Dimension D800 and two LCD monitors. The dual monitors allow the call center staff to monitor the locations of all crews in the field and simultaneously enter or update work order data in our web-enabled SIMMS application. 5.1.1. INFRASTRUCTURE MAINTENANCE MANAGEMENT SYSTEM (IMMS) As described above, IMMS is M.C. Dean’s in-house developed CMMS that manages services calls, generates preventive tickets, and tracks corrective maintenance work orders in real-time. It features scheduling tools, workforce management, and parts inventory on a single platform with full visibility to the customer for complete transparency. M.C. Dean has successfully deployed IMMS for a wide range of sites such as Washington Headquarters Services’ Mark Center – where IMMS tracks over 30,000 assets – as well as the Social Security Administration National Support Center, Utah Data Center, SiriusXM Radio, U.S. Department of Defense, U.S. Capitol Police, and other Government agencies. IMMS will allow us to provide a robust and agile CMMS that delivers all the benefits of a commercial CMMS without the associated costs for licenses and software updates.

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5.1.1.1 PREVENTIVE MAINTENANCE M.C. Dean utilizes IMMS to ensure all Preventive Maintenance (PM) visits are completed on schedule. All PM schedules and Job Plans are loaded into IMMS, allowing the system to automatically generate work orders for PM activities 30 days prior to the maintenance target start date. This 30-day window allows sufficient time for resource leveling and optimization, as well as outage coordination. IMMS also assigns PM work tickets to one or multiple technicians; transmits any necessary information to these individuals; monitors/tracks completion status of PM activities (including activities needing to be put on hold due to access issues, etc.); and tracks the overall maintenance activity calendar for workload management. In addition, IMMS tracks all labor, materials, and equipment used on a per-activity basis, ensuring comprehensive accounting of the total cost of ownership of the infrastructure. PM frequencies vary by type of equipment; however, common frequencies include daily, weekly, monthly, quarterly, bi-annual, and annual visits.

5.1.1.2 CORRECTIVE MAINTENANCE The Corrective Maintenance process begins when a deficiency is identified. The initial request for corrective action is submitted in the form of an IMMS service request, phone call, e-mail, or 24/7/365 help desk request. An IMMS ticket is immediately created to capture the scope of the issue, including a description of the problem, contact information for the individual reporting the issue, the location of the problem, the equipment affected, the impact to mission, and the level of priority. At this point, the project leader reviews the inbound ticket queue and verifies priority and scope for each ticket. Depending on the complexity, planning effort, and/or coordination involved, the project leader classifies the ticket work order as either a routine trouble call or a service request. The project leader also conducts a priority review to determine if the ticket is emergency or routine in nature, by evaluating actual or potential disruption to potential services, hazards to personnel or equipment, etc. Scheduled start and completion dates are set by priority level, with “high priority” items being scheduled first. Routine tickets are first submitted for customer approval, while emergency trouble tickets are approved retroactively to avoid potential disruption to essential services.

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6 ABILITY TO MANAGE CONTRACTS AND OBTAIN SUB-CONTRACTORS Managing multiple task orders concurrently is a challenge, especially when multiple task orders are priced/awarded within the same time frame. M.C. Dean’s approach will include assessment of the Statement of Work (SOW) for each task order, assigning the appropriate resources based on the SOW, providing detailed work packages for each portion of the SOW from design to customer acceptance, then accurately capturing the sequence, durations, and cost for each task order.

M.C. Dean has successfully managed over 10,000 concurrent projects with a value exceeding $3.4 billion over the past 5 years. Our approach to successfully managing multiple construction projects with concurrent periods of performance relies on the following major components: • Application of the enterprise-wise project management framework based on PMI PMBOK. • Production capabilities to accelerate delivery and shift high-volume activities off the critical path. • Scheduling capabilities, including trained personnel and enterprise systems, including the centralized Oracle Primavera P6 infrastructure and mobile tools. • Comprehensive standardized procedures to perform schedule development and management functions fully compliant with the Unified Facilities Guide Project Schedule Requirements specification UFGS-01 32 01.00 10, hereinafter referred to as “USACE schedule requirements.” • Management of multiple task orders: M.C. Dean manages multiple task order construction projects by creating a multiple-award contract program integrated master schedule (IMS). The IMS is a resource loaded program schedule for all the task order construction projects which also include a work breakdown structure. Each individual task order within the IMS identifies the award date, kick off meetings, Division 1 submittals, CDRLs, design phases, trade equipment submittals, procurement, lead times, delivery, PITCO, prefabrication, construction execution phases, testing, commissioning and close out requirements. The IMS provides 100% visibility into each individual task order and all concurrent projects by all personnel assigned which include engineers, sub-contractors, project management, project superintendents, safety personnel, security officer, travel department, QA/QC personnel, and program management. The IMS creates repeatable processes across all task orders that are trackable and accountable. The IMS is resource loaded, allowing us to accurately forecast personnel assignments across all concurrent task order construction projects since each task order varies in size, complexity and duration. The IMS at the program level allows management to shift personnel and subcontractors across many task orders, based on personnel qualifications, geographical location, and design and construction phases. • Block Schedule/Stoplight Chart: The block schedule/stoplight chart is a high-level view of deliverables for every project within the program. It identifies when items are on time, in process, or late. Our project leaders and contract manager use the chart to easily communicate with the government about the status of every phase of every project within the multiple-award contract program. Key components identified in the stoplight chart are Capture, Kickoff, Site Survey, Scope, Engineering and Design, Procurement. This is reviewed weekly to assess progress, deficiencies, and areas for improvement. • Forecast Meetings: Regular forecast meetings are scheduled to evaluate current performance, requirement deficiencies, and primarily target when task orders may be potentially released and responded to. Forecasts for potential task orders should include rough scope, worst case trade types, rough durations, and rough cost. Once evaluated, M.C. Dean will look at man power availability, engaging subcontractors and vendors, indirect labor support, and capturing potential schedule durations and critical path based on equipment lead times. This provides a pro-active planned approach with resources prepared and assigned to ensure successful execution of plans and schedules. • Subcontractor Scheduling Management: As defined above, the subcontractors that have been selected for this multiple-award contract have been identified as team members with key contributions. The design, implementation, and construction activities for each subcontractor are integrated into each task order and into the integrated master schedule (IMS) so that there is a complete team buy-in prior to proceeding. Once defined and integrated, the methodologies for management of these activities follow the same process of reviewing at the task order level for progress and adjustment as well as weekly review of the IMS, stoplight chart at the multiple-award contract level. All team activities are given the

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same level of concern based on nearness to the critical path. As changes occur or schedule impacts are identified, these are reviewed and adjusted at the task order level, but also seen at the multiple-award contract level. Utilizing the stoplight chart, deficiencies can be quickly identified and communicated to all parties including subcontractors and the government for discussion and correction.

6.1.1.1 ENTERPRISE PROJECT MANAGEMENT FRAMEWORK M.C. Dean’s enterprise project management framework enables successful management of multiple projects with concurrent periods of performance by ensuring consistent implementation of the core project planning, monitoring, and controlling processes across the project planning, execution, and close out phases, as illustrated below in FIGURE 10: FIGURE 10: M.C. DEAN’S ENTERPRISE PROJECT MANAGEMENT FRAMEWORK ENABLES THE SUCCESSFUL MANAGEMENT OF MULTIPLE PROJECTS

As part of the consistent application of the project management framework across all construction projects under the multiple-award contract, M.C. Dean will implement the project initiation, planning, monitoring and control, execution, and closing process groups, as summarized below: • Project Initiation. To support execution of each major task order or a group of task orders, M.C. Dean has assigned a dedicated project team, including the overall contract manager, construction project manager, construction superintendent, project scheduler, contract quality control officer, and contract safety manager. The dedicated project team will undertake a comprehensive review of the project scope and initiate the project planning and scheduling, design, production management, risk management, safety management, and quality control processes, as well as additional supporting processes. • Project Planning. The project planning, which may overlap with the early phases of the execution, includes development of a comprehensive project schedule, as well as a criteria compliance matrix, drawing logs, production plan to incorporate a scope-specific production approach, procurement plan, tailoring of the safety plan and development of the project-specific AHAs, tailoring of the QC plan and development of the project-specific QC procedures and checklists. • Project Execution. M.C. Dean will apply its design and construction approach, as discussed earlier in this document, to execute each project in accordance with the developed project schedule and plans (see above). Schedule management and maintenances are performed concurrently.

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• Project Monitoring and Control. Our project monitoring and control approach provides critical feedback loop into the project planning and execution processes by implementing the following controls: o Daily Reports. o Weekly Integration Meetings. o Monthly Progress Meeting. The monthly progress meeting, or key project review (KPR), includes a comprehensive review of the project schedule, progress to date, 4- and 12-week look-ahead plans and resource requirements at the project and program (all projects under the multiple- award contract) level. o Project Closing. Project closing includes, but is not limited to, resolution of all punch list items, delivery of as-built and O&M documentation, final progress reporting and billing, and collaborative review of the project performance and lessons learned with the Government project leadership, as part of the continuous improvement program.

6.2 ABILITY TO OBTAIN SUB-CONTRACTORS M.C. Dean’s subcontract management process is a core element of corporate ISO and CMMI process standards and includes controls such as integrating subcontractors into our quality control plan, requiring that they agree to implement the portions of the plan applicable to their work and adhere to service level agreements (SLAs), and incorporating quality standards into their contracts. The second set of controls in place to assure successful performance by our subcontractors are the strategies used to screen candidate subcontractors and the financial and administrative monitoring activities we undertake on each subcontract. These strategies are described in the paragraphs to follow. FIGURE 11: THE SUBCONTRACTOR MANAGEMENT PORTAL IS USED TO TRACK AND MANAGE PERFORMANCE AND PROVIDE REALTIME FEEDBACK.

6.2.1. SUBCONTRACTOR IDENTIFICATION AND SELECTION M.C. Dean carefully screens candidates for subcontracts. Sources for identifying subcontractors include the use of small business search tools like the federal government’s Central Contractor Registry and similar state vendor identification tools. In addition, we draw from prior business relationships on other projects and referrals from current customers or subcontractors. As necessary, we may also use formal RFQ and RFP processes to select subcontractors. Candidate subcontractors are screened to ensure financial stability, technical capability, customer satisfaction, and cost realism. To do so, M.C. Dean collects information such as Dun & Bradstreet Report; past performance information, including client references; resumes of principals and key staff; and bank references. We evaluate cost information using market rates and statistical benchmarks. In addition to pricing information, subcontract candidates are required to provide unit prices and other cost and pricing data to support their pricing. The net effect of these efforts is to ensure that the subcontractors selected represent a best value.

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6.2.2. MANAGING SUBCONTRACTOR PERFORMANCE To ensure that subcontractors meet contract performance standards, we employ a quality control manager to oversee that work is performed per contract requirements and in accordance with our quality management system. We establish governance and formal controls to meet with subcontractor management teams on a biweekly basis to provide two-week project look-aheads and conduct quarterly, semi-annual and annual contract performance reviews. Subcontractor performance measurement is an integral element of our project performance measurement and formal gate check process, which occurs monthly for all contract execution activities. Subcontractor work scopes are loaded into our planned, emergency, and corrective maintenance systems and we retain multiple subcontractor crews by work type and scope to be on call for emergency services augmenting M.C. Dean staffing positions.

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US Army Corps of Engineers Access Control Point (ACP) Access Control Point Maintenance and Service Program

July 9, 2018

Past Performance:

Fort Bragg, NC: SSM has designed, installed and currently maintains a compound-wide ESS for a restricted compound at Ft Bragg. The system comprises approx. 9000 devices, including PACS, CCTV, Intercoms, gate controls, under-vehicle scanners, interior and perimeter IDS, control room software and video walls. The compound has 3 primary ACPs, plus additional ACPs for special locations within the compound.

Fort Bragg, NC: SSM currently holds the Fort Bragg Security System Maintenance contract. This task order contract requires us to provide quick response on an as-needed basis to repair any and all security- related systems including gates and barriers.

CONUS projects: SSM has self-performed, and teamed with subcontractors, at the following locations:

Fort Bragg, NC NAS Key West, FL Camp Dawson, WV Camp Lejeune, NC Fort Lee, VA Rickenbacker ANG Fort Stewart, GA Fort Jackson, SC Fort Hood, TX Fort Gordon, GA Pentagon, DC Fort Carson, CO Hunter Airfield, GA Fort Campbell, KY Fort Harrison, MT

______Security Solutions & Management LLC 206 College St, PO Box 273, Pineville, NC 28134 O: 704-545-9933 F: 704-545-9910 www.SSM-NC.com