Vessel Maintenance and preservation program support … electronics, and environmental engineering...

202 Pacific Avenue, Bremerton, WA 98337 | 360-479-5600

Vessel Maintenance and

Preservation Program Support for Washington State Ferries

Packet A

Prepared For: State of Washington Department of Transportation

Offeror: Art Anderson Associates 202 Pacific Avenue Bremerton, WA 98337 Phone: (360) 479-5600 [email protected]

Contract Authority: Art Anderson Associates

Eric Engelbrecht Vice President Marine Division

Art Anderson Associates agrees to all terms, conditions and provisions included in the solicitation and agrees to furnish any items upon which prices are offered at the price set opposite each item.

Vessel Maintenance and Preservation Program May 9, 2017

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May 9, 2014

To Whom It May Concern,

Art Anderson Associates offers their proposal for Vessel Maintenance and Preservation Program Support for the Washington State Ferries. We have assembled a team of top personnel for this project. Art Anderson Associates and AMSEC have conducted many maintenance and engineering support contracts for agencies around the Pacific Northwest and the United States. All of the projects have been successful.

Art Anderson Associates is a naval architecture and marine engineering firm of almost 60 years with a history and knowledge that many firms cannot rival. We offer employees with tenure of over 40 years, project managers with strong leadership and capabilities, and engineers offering new developments and insight in an environment of learning and growth.

We are a company that prides itself on “Value Beyond Engineering”. We are always striving to offer more to our customers. We work hard, we communicate, and we provide solutions. Throughout this process we are always looking for an understanding of our customer, the product, and the end user so that we can present innovative and often money saving ideas to best suit those needs. Our past performance, our team, and our references prove we can provide the services you are looking for and possibly more. We want to continue our strong relationship with Washington State Department of Transportation and Washington State Ferries.

We appreciate this opportunity and the time that goes in to these procurements. We hope you find our offering compelling. Should you need any further information please contact me at the information provided below.

Sincerely,

Eric Engelbrecht

Vice President – Marine Division


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INTRODUCTION

The State of Washington Department of Transportation (WSDOT), including Washington State Ferries (WSF), have been supported by the engineers and designers Art Anderson Associates (Art Anderson) for the past 30 years. Art Anderson, along with AMSEC, provide an experienced team to further WSDOT’s successful vessel maintenance program. Art Anderson and AMSEC have history working together on similar projects to the Vessel Maintenance and Preservation Program and are confident we can provide a seamless team to support WSDOT.

1.0 QUALIFICATIONS

Art Anderson and AMSEC have the expertise to assist WSDOT with all aspects of the WSF Maintenance and Preservation Program Support. Art Anderson has been supporting the maritime and ferry industry for 60 years. Art Anderson has provided Vessel Maintenance Contract Development support for ferry service providers such as WSF, Alaska Marine Highway System (AMHS), Kitsap Transit, and Whatcom County. We have also provided support for the entire National Oceanic Atmospheric Administration (NOAA) fleet for over 35 years. Our engineers are experienced in minor maintenance procedures and larger dry docking maintenance procedures and requirements for all subchapters of ferries. Subchapter H vessels, such as the WSF and AMHS vessels, require a specific set of knowledge to maintain compliance with the United States Coast Guard (USCG) regulations. The engineers and designers at Art Anderson have all supported projects requiring compliance with Subchapter H and have a strong understanding of maintaining approval by USCG.

Art Anderson has contracted with AMSEC to enhance the capabilities of the team. AMSEC is a large business founded in 1981 to deliver technical services to the U.S. Navy’s fleet. Today, AMSEC has over 2,000 employees at 28 fleet locations and continues to enhance the readiness of U.S. Government vessels. The company has two major operations. The Maintenance, Modernization and Technical Services (MMTS) Operation has 1,400 employees consisting of field engineers, machinists, pipefitters, electricians, welders, and other marine trades. The Logistics, Engineering, Technology and Training Solutions (LETTS) Operation has 600 employees consisting of all engineering disciplines, naval architects, marine designers, logisticians, logistics engineers, training instructors and curriculum developers. AMSEC is a full-service supplier, providing naval architecture and marine engineering, ship systems assessments, maintenance engineering, equipment installations, waterfront support services, and shipyard industrial engineering. AMSEC also provides complete integrated logistics services including warehousing, material management, procurement, technical manual development, provisioning documentation, logistics engineering services, configuration status accounting and training. On any given day, over 600 AMSEC employees are working onboard vessels assessing equipment conditions, installing, repairing and overhauling shipboard systems, and providing training.


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Asset Management

AMSEC has a long history of logistics support services including work on a broad array of asset management tasks over 36 years in business.

For over 12 years, AMSEC has managed the warehousing facility that provides packaging, handling, storage and transportation services to support aircraft carrier outfitting for new construction. AMSEC material management personnel are trained and qualified to manage large volumes of Government property efficiently and accurately. Inventory accuracy consistently exceeds the Navy’s accuracy rate of 95 percent.

AMSEC was recently contracted with Naval Sea Systems Command to support the phased life cycle extension program for USS Blue Ridge (LCC 19) in Yokosuka, Japan. This work required complex management of assets needed for the various modernization projects planned for the forward deployed ship. Material was purchased and received in the U.S. It was then organized and kitted by alteration so that the installing activity would have everything on-site in Japan when the work was scheduled for completion.

In another recently completed contract supporting Naval Special Warfare Command, AMSEC technicians marked 21,600 serialized assets and submitted data entries into the Defense Item Unique Identification (IUID) Registry. On the USS Theodore Roosevelt (CVN 71) Refueling Complex Overhaul (RCOH), we applied approximately 100 compliant marks to equipment and are in the process of marking another 300 pieces. AMSEC marked approximately 600 assets for a Navy Expeditionary Warfare customer. We are currently contracted to produce approximately 10,000 IUID marks on USS Gerald Ford (CVN 78) during new construction.

Our team has the capability to manage surge/emergent requirements through effective utilization of our available workforce. Our team’s labor pool will be supplemented as necessary by shifting trained, experienced labor resources whenever emergent requirements warrant additional manning. Procurement functions, routinely performed by two procurement agents, will be supplemented when necessary. Material handling functions can also easily be augmented by using the resources in our existing part-time labor pool.

Maintenance Procedure Development

Our team has a thorough understanding of maintenance procedure development and the detailed level of support it entails. An example of this work is The Puget Sound Naval Shipyard (PSNS)/Pearl Harbor Naval Shipyard (PHNSY) and Intermediate Maintenance Facilities (IMFs) support contract, awarded by Puget Sound Industrial Supply Center (FISC), provides comprehensive engineering and design services in the areas of naval architecture, civil, mechanical, electrical, electronics, industrial, and environmental engineering.

The scope includes planning and estimating, engineering design and engineering calculations; technical research; material specification development, ordering and kitting; troubleshooting and failure mode analysis; assessments and inspections, testing, grooming and alignment of equipment; work control; test direction; logistics support; oversight and management of industrial work; training; and development of detailed


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reports based on engineering studies and analysis. This contract also includes Computer Aided Design (CAD) drafting; computer programming and support services, and technical document preparation, publication and reproduction. AMSEC’s work also includes the installation and monitoring of test and troubleshooting equipment and subsequent minor installation/repair/replacement of associated components, equipment, and systems. AMSEC provides comprehensive services in the areas of naval architecture, mechanical, electrical, electronics, and environmental engineering to PSNS.

This contract encompasses the complete spectrum of waterfront support. It includes planning and estimating; waterfront technical and trouble desk support, work and/or test control services, engineering design and calculations, technical research, design review of Ship Alterations (ShipAlts), Integrated Logistics Support (ILS) validation and updates, material specification development, development and analysis of detailed reports based on engineering studies, conduct of design ship checks, development of Ship Installation Drawings (SIDs), delivery of availability planning services, development of job summaries and Task Group Instructions (TGIs), and Ship’s Selected Record (SSR) updates. AMSEC has developed work packages, Task Group Instruction (TGI), and job summaries.

The successful contacts demonstrate the capabilities of the team to support WSDOT with maintenance procedure development.

Vessel Maintenance Contract Development

Art Anderson has performed this type of work from the start of the business 60 years prior. In recent years, we have supported WSF, NOAA, AMHS, and local agencies such as Whatcom County, Skagit County, and King County with engineering and specification development for maintenance, repair, and modification of the vessels. Maintenance specifications includes developing Operation and Maintenance manuals (oil change, paint, regulatory inspection preparation, repetitive inspections). Repair work includes developing drawing packages for removing and replacing obsolete equipment, updating vessel structure, and updating stability analysis and booklets. Modification performed recently for vessels similar to WSF ferries include midbody extensions, installing additional equipment, arrangement modifications, and conversions.

Root Cause Failure Analysis (RCFA)

Art Anderson and AMSEC have experience performing root cause failure analysis. Art Anderson has worked with clients such as NOAA and AMSEC has performed technical support for Navy aircraft carriers for the collection and analysis of designated hull, mechanical and electrical systems data collected from the maintenance and configuration database repositories. AMSEC provided are analytical reports in support of various maintenance management and integrated logistics support programs; incorporate collected data into the AMSEC developed Maintenance, Engineering, & Reliability Information Tool (MERIT) for use in life cycle management, trend analysis, root cause analysis, and measurement of program effectiveness. AMSEC’s survey teams routinely analyze the current ships maintenance plan.


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Vessel Spare Parts Inventory Management

Our team has recent relevant experience in managing and executing Vessel Spare Parts Inventory. Two major alteration kitting contracts onboard the USS Dwight Eisenhower (CVN 69) and USS Carl Vinson (CVN 70) during complex nuclear refueling overhauls for procurement and installation of equipment and furniture were completed by AMSEC. AMSEC also supported the Selected Restricted Availability (SRA) Material Support contract onboard USS George Washington (CVN 73) in Yokosuka, Japan. As discussed earlier AMSEC supported the Extended Service Life Program for LCC 19 in Yokosuka, Japan. Each contract required engineering services, procurement, warehousing, inventory management, kitting, transportation and/or installation of thousands of individual piece parts including both National Stock Numbered (NSN) and open market material.

Configuration and Obsolescence Management

As discussed throughout this document, our team has significant experience supporting configuration and logistics for the Navy’s aircraft carrier and surface ship fleet. Aircraft carriers due to their designed life span require a great deal of obsolescence management effort. Similar to the WSF Fleet of Ferries hull, mechanical, and electrical systems on these ships are often decades old and may have been developed and installed based on even older generations of systems. Our team has experience working with vendors to identify sources of obsolete parts and also in finding identical form, fit and function replacements that can be substituted. When new or upgraded systems are installed the ships configuration and logistics information system (SCLSIS) is updated so that proper technical information and spare part support is available for future maintenance. SCLSIS is the US Navy’s primary configuration management tool. All ships equipment modernization changes are captured in the Configuration Data Managers Database - Open Architecture (CDMD-OA) which tracks the status and maintenance of naval equipment and their related logistics items (drawings, manuals, etc.) on ships and naval activities around the world.

The status of a given piece of equipment on a ship determines what and how many spare parts will be stored on that ship. Tracking this status is extremely important in terms of cost, shipboard space and weight, and the operational availability of the ship. Our team is experts in identifying parts and when required, suitable replacements for obsolete components are found by researching ships blue prints, conducting equipment site validations, and reviewing technical manuals.

Business Process Development

WSDOT has current business processes for the Vessel Department that possibly need updating for efficiency and cost reduction. The updates are determined by observing the operations of the personnel to determine areas which can be streamlined for efficiency. One observation is crew fatigue. Crew fatigue can cause a decrease in productivity and can become a safety issue. During the observations, time durations and scheduling analysis will show areas that need updates to reduce fatigue. Integral with the schedule analysis is the maintenance routines. Observing and analyzing the frequency and methods of the routine maintenance performed can provide opportunities to correct and streamline the maintenance for efficiency and cost effectiveness. Art Anderson


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engineers have provided these types of services for the Virginia Department of Transportation and King County in recent years and has the expertise to support WSDOT with their Business Process Development.

Business Case Cost-Benefit Analysis

Maintenance and preservation of vessels is a large part of the Total Ownership Cost of a vessel. Art Anderson has experience analyzing all aspects of the cost of ownership with respect to maintenance, design, repair, and modifications of vessels. Our engineers have performed a cost-benefit analysis for major conversions such as diesel to hybrid and for smaller modifications and repairs such as studies for equipment replacement. Our engineers and designers are well versed in the efforts and processes for performing cost benefit analyzes for vessels such as those in the WSF fleet.

Maintenance Staff Short Term Staffing Support

Teaming member AMSEC maintains a staff that provides engineering and technical services to accomplish specific requirements in support of maintenance and planning for the overhaul and repair of equipment and systems associated with U.S. Navy aircraft carriers (CVN) and west coast U.S. Navy Surface Ships. They perform work on board US Naval vessels located around the world. Major locations include Norfolk, VA, San Diego, CA, Bremerton, WA, Naval Station Mayport, FL; Pearl Harbor, HI, Yokosuka, Japan, Sasebo, Japan, and Everett, WA; however, this list is not all-inclusive and there may be some work requirements in other locations.

The work is performed by engineering and technical personnel who fully meet the qualifications as directed by the Administrative Contracting Officer at any geographical area where U.S. Navy Aircraft Carriers and U.S. Navy COMNAVSURFPAC Surface Ships may be located. In support of COMNAVAIRPAC, COMNAVAIRLANT, PEO Carriers, COMNAVSURFPAC, NSSA, SWRMC, NWRMC, Pearl Harbor Naval Shipyard & IMF, and SRF Japan, AMSEC provides engineering, technical, repair and logistic support to forces afloat in identification and correction of material condition discrepancies in Hull, Mechanical and Electrical (HM&E), Aviation systems, and C4I/ combat support systems and other support equipment; to identify and correct systems material discrepancies; update and maintain configuration and availability report database systems; develop or update on board training and curriculum and conduct instruction in U.S. Naval Air Force Carriers or U.S. Naval Surface Force. AMSEC provides teams of craftsman, technicians and engineers qualified in hull, mechanical, electrical, electronic, and ordnance systems. These individuals are familiar with carrier and surface ship maintenance procedures and hull coatings. AMSEC has logistical specialists familiar with COMNAVSEASYSCOM Integrated Logistics Support Center (ILS) procedures and functions of the Ship’s Maintenance Support Center (MSC), Corrosion Control Information Management System (CCIMS), and Integrated Technologies (IT) specialists familiar with fleet database management systems.

AMSEC performs inspections, examinations, analysis, repairs incidental to such inspection, examinations, analysis, and makes recommendations in the areas of maintenance planning and/or repair as requested.


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1.1 Organization Chart

Art Anderson and AMSEC have performed many projects together and have a proven record of successful completion with their joint efforts. Figure 1-1 is an organization chart depicting each key team member and their roles in support of WSDOT.

Figure 1-1: WSDOT Vessel Maintenance and Preservation Program Support Team

1.2 Team Member’s Organizations

The Art Anderson Associates office is in Bremerton, Washington with 29 employees. AMSEC has offices in the following locations with a total of 1,929 employees:

San Diego, CA Jacksonville, FL Honolulu, HI Portsmouth, NH Philadelphia, PA Several offices in Hampton Roads area of VA Bremerton, WA

1.3 Team Past Project

As previously stated, Art Anderson and AMSEC have been working together for over 16 years on various projects. One example is the Marine Design and Engineering Services contract for Puget Sound Naval Shipyard and Intermediate Maintenance Facility. AMSEC subcontracted Art Anderson starting early 1999 and awarded tasks to Art Anderson regularly until the final version of the contract expired in 2016. The contract included planning and estimating, engineering designs and calculations, technical research, material specifications, kitting support, troubleshooting and failure mode analysis, assessments and inspections, testing, grooming, minor repair and alignment of equipment, work control, testing and test direction, logistics support, oversight and technical support of industrial work, training, and detailed reports based on engineering studies and analysis relating to marine vessels and equipment (including but not limited to cranes, caissons and similar equipment used to support ship repairs, overhaul and dismantling). The requirements also include Computer Aided Design (CAD) drafting and modeling, computer programming and support


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services, and technical document preparation, publication and reproduction. Planning Yard requirements include ship checks, drawing development, Ship Alteration Record (SAR) and Ship Change Documents (SCD) development, Ship Selected Record (SSR) upkeep, and fleet technical support. The requirements include the need to install and monitor test and troubleshooting equipment and minor installation/repair/replacement of components, equipment, and systems associated with troubleshooting and various assessments and inspections. Tasking frequently required AMSEC and/or Art Anderson employees to develop detailed designs, write repair specifications, and develop budget quality repair estimates.

1.4 Key Staff Availability

The key staff availability is shown in Table 1-A. Along with these key staff are a team of engineers and designers available to provide further support. Art Anderson and AMSEC understand the resourcing needs of a support contract. The hours required per month are not known currently, however, it will become necessary for key staff to be available immediately. Art Anderson and AMSEC have the resources to provide priority to the WSDOT tasking by shifting tasking of other projects to support personnel to allow the key staff for this contract to be available.

Key Staff Name Availability (Hours per Month)

John Carlson 20

Marty McKay 20

Alfred Santos 20

Edwin Wurden 20

Angelia Johnson 20

Jim Prante 20

Richard Carr 20

Table 1-A: Key Staff Availability

1.5 Past Projects

Provided in the following sections are three past projects performed by Art Anderson and AMSEC which show their expertise related to the WSDOT Vessel maintenance and Preservation Program.

1.5.1 Art Anderson Associates

Washington State Ferries Terminal/Vessel Homeland Security Improvements (Y-10919)

Period of Performance: June 30, 2010 to December 31, 2016

Contract Value: $814,600.85

The project covers 15 terminals and 20 vessels in the WSF ferry system. The scope of services includes:

Project management support System design Installation estimates Construction support


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Negotiations with contractors for change orders Acceptance testing Troubleshooting and resolution of vendor and system deficiencies Coordination with both vessel and terminal engineering staffs Negotiations for consolidated electronics spaces As-built drawings for integrated access control and video monitoring systems

Throughout the course of the contract, Art Anderson Associates worked closely with both the security system installers, vendors, software provider (Vigilos) and WSF security, marine operations, maintenance, information technology, vessel and terminal engineering staff members.

Art Anderson Associates’ tasks included:

Development of the system engineering design, drawings and specifications for bid packages on both vessels and terminals

Planning and arrangements for surveillance cameras to monitor vehicle and walk-on passenger holding areas and loading/offloading locations, intrusion alarms on restricted doors and integration with video monitoring and electronic access systems

Integration of video surveillance and access control system with the existing WSDOT network

A primary challenge of this project was ensuring full interoperability between the new security systems and WSF’s existing infrastructure. The new security systems feature video camera surveillance, intrusion alarms, access control systems and all supporting equipment and software, all of which were required to interact seamlessly with the existing WSF and WSDOT systems.

Art Anderson Associates participated in the development of the requirements for and evaluation of the security system software vendors. Expandable, open architecture and non-proprietary elements were important considerations, as was event-driven software to reduce monitoring requirements and speed the retrieval of significant data. Throughout the course of the project, Art Anderson Associates has developed an unparalleled understanding of WSF’s vessel and terminal security systems and their integration with the broader WSF infrastructure. This demonstrates Art Anderson Associates experience in the areas of program management and engineering design, specifically for Washington State Ferries.

NOAA BPA

Period of Performance: December 2016 and currently in progress

Value: $159,674.94

Art Anderson has held a blanket purchase agreement contract since December 2016 to provide naval architecture and marine engineering services to NOAA for all phases of marine design and naval architecture. Tasks include specifications and drawings, analysis, life cycle management, and operational engineering. The tasks are initiated in two formats, emergency and bid. Emergency tasks require a quick response with scoping, pricing, and resource allocation. The bid tasks can require development of the scope, pricing, scheduling, and resource allocation with communication and input from NOAA. Tasks completed to date include reverse osmosis (RO) water maker


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replacement, analysis of a seawater system failure, and IMO/MARPOL surveys. Most tasks require an initial ship check to determine arrangement, interferences, failure analysis, and regulatory compliance. After the shipcheck engineers work with NOAA to determine the best path forward to complete the task.

The RO replacement included creating drawing and specification packages for removal of the existing distilling units and installation of the RO units. Engineers worked closely with NOAA to determine the specifications of the RO unit to integrate into the system and the optimum method for removal and installation. Drawing included all details needed for removal and installation. A complete maintenance drawing package was delivered to NOAA which provided a smooth transition into completion of the work at the shipyard.

The NOAA Ship Reuben Lasker was experiencing sea water system failures and Art Anderson was tasked with determining the cause of the failures and the solution. During the ship checks, the engineers determined erosion was the cause of the system failure. On-site fluid velocity measurements were taken throughout the system to troubleshoot causes of accelerated erosion. The data was analyzed and results were compiled for NOAA review. NOAA determined the need for a surveillance and repair plan for current and future use on their ships. Art Anderson developed an ultrasonic inspection surveillance program to track the rate of erosion in system piping and allow NOAA to know when to perform repairs to the system prior to failure.

NOAA contracted Art Anderson to conduct surveys of several vessels in the fleet to determine compliance with IMO and MARPOL regulations. Engineers conducted ship check to assess the current condition of each vessel. Using that information along with provided deliverables, a report was developed for each vessel detailing areas of non-compliance and recommended improvements to bring the vessel into compliance.

Alaska Marine Highway System Columbia Modifications

Period of Performance: March 18, 2014 to December 31, 2017

Value: $773,257.08

The M/V Columbia is a 418-foot Passenger and Vehicle Ferry in operation in Alaska. Art Anderson was contracted to provide naval architecture and marine engineering services for the renovation of the vessel’s bridge deck, to be performed in three tasks.

Task I: Art Anderson prepared communications and ship check plans, performed an initial ship check, and conducted the project kick-off meeting.

Task II: Art Anderson prepared the Phase II Design Study Report (DSR) which included the development of crew quarter arrangement options, preliminary construction cost estimates, project schedule, and a prioritized list of work items.

Task III: Art Anderson developed and assembled construction grade plans, specifications, and estimates (PS&E) for competitive shipyard bidding and provided design support during the advertising, award, construction, and warranty periods.

Art Anderson Associates’ naval architects and multi-disciplined marine engineers performed all planning and design documentation for the improvements to the M/V Columbia. Improvements consisted of the design for the full refurbishment of the


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bridge deck crew living quarters, repairs to the house top, stack repairs, and related systems upgrades.

System upgrades and modifications included IT infrastructure upgrades, refurbishment of machinery, and upgrades to mechanical and electrical/electronic systems. The replacement of electrical/electronic systems included communications systems, computer systems, switches, receptacles, panels, and wiring. Upgrades and modifications were made to mechanical systems including refrigeration, HVAC, PA/GA, and fire protection systems.

The following items were also addressed under the project’s scope of work: hazardous materials removal and disposal; structural modifications; repairs and replacements; window replacement; interior and exterior door replacement; space arrangement revisions; replacement of existing furniture, fittings, and light fixtures; and upgrades to insulation, ceiling, and flooring systems. All design work incorporated ADA upgrades where appropriate.

Art Anderson Associates is also providing support for drydock, construction, and sea trials. Engineering support includes having staff and original records of the design project available until construction is completed. AAA will clarify any part of the PS&E assembly and provide design intent during the bidding process. AAA will interpret the PS&E for DOT&PF during the construction of the project.

1.5.2 AMSEC

AMSEC provided marine design and engineering services for the Puget Sound and Pearl Harbor Naval Shipyards & Intermediate Maintenance Facilities on a 5 year IDIQ contract from 17 March 2011 to 1 March 2017.

16SCLSIS-1814 - Configuration Data Manager (CDM) SUPPORT

Period of Performance: February 29, 2016 to December 23, 2016

Value: $37,061.79

Provided SCLSIS Configuration Data Manager (CDM) support services from Feb 2016 to Dec 2016. The purpose of this task was to assist the CDM to provide quality and timely ship configuration and logistics support to the US Navy war fighter in accordance with NAVSEA Tech Spec 9090-700 (latest): Ship Configuration and Logistics Support Information System (SCLSIS). During this level of effort tasking, AMSEC provided asset management for ships systems and equipment as well as providing logistics and inventory updates to the SCLSIS database, allowances, and spare parts equipage.

Requirements of this tasking included, research and preparing detailed material ordering specifications, prepare material ordering documents, track ordered material and conduct technical material inspections. This includes, but is not limited to processing and managing material procurement documents, researching material cost and availability, managing material inventory, researching material manufacturer part numbers, monitoring and tracking delivery dates, expediting material ordering and delivery, verifying and inventorying received material, and researching material availability on decommissioned ships.


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Prepared and revised Integrated Logistics Support (ILS) documents were prepared. This includes, but is not limited to, performing Configuration Overhaul Planning (COP), researching data for the Ship’s Configuration and Logistics Support Information System (SCLSIS) database, and performing ship inspections to validate logistics products such as Ship’s Selected Records (SSR) and SCLSIS database information. Ship inspections also include, but are not limited to, Total Ships Readiness Assessment (TSRA), Combat Systems, Command, Control, Communications and

Computer Readiness Assessment (C5RA) and Combat Systems Assessment (CSA), as well as inventories of ships’ technical manuals, installed software, special tools and Maintenance Assistance Modules (MAM) were also prepared. The type of work includes preparing SCLSIS “Work Files” via Configuration Data Managers’ Database-Open Architecture (CDMD-OA); processing CDMD-OA Work Files, including files submitted to the CDM by outside activities, such as In-Service Engineering Agents (ISEA) and ship generated Configuration Change Requests (OPNAV 4790/CK); preparing PTD in ICAPS format.

16SUBCVN-1789 - AIM Document Preparation HM&E and Trouble Desk, Rotating

Machinery and Propulsion Systems

Period of performance: January 12, 2016 to January 11, 2017

Value: $170,260.62

AMSEC provided services to prepare and review Advanced Industrial Management (AIM) planning and technical work documents (work documents and TGI’s), and provide Project Trouble Desk support as necessary, to support submarine and surface ship availabilities.

The requirements of this tasking were to provide technical assistance in performing specified tasking in support of each maintenance or alteration item as required in the form of Task Group Instruction (TGI), Deficiency Log Entry or Deficiency Request. Provided were Trouble Desk support, Chief Test Engineer support, Work Control/Test Program support, Test Readiness Coordination, Scheduling, and Work Planning Management. Prepare and revise Technical Work Documents (TWD), which include, but are not limited to, Task Group Instructions (TGI), Test Procedures Work Authorization Forms, and Engineering Specifications (E-SPEC). All TWD products were developed in accordance with the EPPM and specific task order. TWD development includes requirements for the development of planning, estimating, scheduling, and progressing data using Government computer software applications and equipment in a Shipyard facility.

Engineering, technical and program support services were performed to provide troubleshooting and failure mode analysis, logistics support, fleet support, industrial support, equipment repair and minor installation services. This includes but is not limited to:

The assessment and maintenance of shipboard systems and equipment, training Training in maintenance/overhaul processes as well as the identification, compilation

and production of measures of effectiveness (MOE’s) Data analysis and reliability analysis


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Engineering, reverse engineering, maintenance, troubleshooting, and repair of shipboard HM&E equipment

15SSSP-1679 SSSP Programming Update Support

Period of performance: May 18, 2015 to October 2015

Value: $55,158.16

Provided program update support for Ships System Status Program (SSSP), a set of software applications used to document existing Hull, Mechanical and Electrical (HM&E) systems on Navy ships. Each ship has several MS Access databases covering the various HM&E systems. The work encompassed the Power and HVAC modules for LSD class ships. This includes, but is not limited to the following: Windows 7, Microsoft (MS) Office 2010, AutoCAD 2010, MS dotNet Developer, MS Visual Basic and MS SQL.

Phase I Overview–During Phase I, the AMSEC reviewed and modified bugs in the code, and in data. These bugs were corrected, and the Lessons Learned were incorporated into References (a) and (b). Once fixed, AMSEC used references to generate lists of deliverable items and verified programs to produce one-line diagrams properly for all ship hulls. the technical leads provided other databases for testing. Additional Phase I requirements included but were not limited to the following:

1. Power module Reference (a)

a. Implement error-checking functions to prevent bugs, (e.g. pop-up messages for invalid data)

b. Automated error checking/fixing function for databases

c. Database error report including, errors identified, that were automatically fixed, and that require user intervention to fix. This way an SSSP admin can go through the list and easily identify and fix database problems

d. Verify the electrical engineering equations in the formal reports section are correct

2. CAD Module Reference (b)

a. Add standard PSNS Frontsheet (borders, notes, blocks and layers) to drawing

b. Allow single/multi/all power panel selection during CAD generation. Currently only switchboards can be selected from the dialog. Allow the user to drill-down and select only the panels they want

c. Verify all hulls properly generate one-line CAD (.dwg)

Phase II Overview – Created front-end Graphical User Interface (GUI), written as a MS Access utility, to read/write data into SSSP databases. This included the following:

1. HVAC module

a. Provide a user interface in MS Access, which is similar to current Citrix version and has the same capabilities of data input and data reporting as the current Citrix version.

b. Provide a MS Access utility capable of exporting equipment heat load of a compartment to an Access table for integration with ADRAS, and existing HVAC Access utility.


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c. Add a new ability to filter, select and print engineering lists, including, but no limited to Fan Lists, Cooling Coil, Heater, and Compartments that system served.

Phase III Overview – Created “How-to” manuals for Power and HVAC MS Access utilities. The audience of the manuals was a new user.

2.0 QUALIFICATIONS OF PROPOSED PROJECT MANAGER

John Carlson has been supporting Washington State Ferries for over 20 years as an engineer and program manager for Art Anderson Associates. He is familiar with all the classes of ferries operated by WSF.

2.1 Program Management Experience

WSF Issaquah Class Heat Recovery Renovations

During the WSF Naval Architecture Services contract, Art Anderson Associates was tasked with providing engineering services in support of the Issaquah Class Heat Recovery System May to July 2008. John managed the project including scheduling, budget, client communication, mentoring engineers, quality control, and final deliverables approval. This task was a part of a larger Naval Architecture Services contract for WSF of which John was the program manager.

United State Army Corps of Engineers

Floating Surface Collector

John was the program manager for a large design effort of a floating surface collector (FFC) for the Army Corps of Engineers (USACE). The FFC gathers fish and transports them downstream across the dam. Art Anderson Associates’ role involved significant naval architectural and marine engineering work in support of the project. We were responsible for defining environmental loading criteria, establishing structural criteria, preparing a preliminary structural design, estimating loading on facility alternatives, mooring/anchorage design and the preparation of all associated drawings and associated project documentation. John managed all of Art Anderson Associates’ efforts along with the communication between team members and the client. With a project this large, he relied on the organization of the schedule and budget to ensure each deliverable was completed successfully. This project was completed ahead of schedule and under budget in 2015. The size of this project, including structure and mechanical systems, is similar to the Jumbo Mark II class of ferries. John has been program manager for many of these types of programs and has proved he has the skills to manage projects of all sizes.

WSF Security Upgrades

As the program manager of the WSF Terminal/Vessel Homeland Security Improvements project (description in Section 1.5.1), John was the primary point of contact for the client. He led all efforts associated with the project including the

Completed FSC


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scheduling, budgeting, status reporting, engineering, and installation. Through this project, John became familiar with updates to the terminals and vessels.

2.2 State and FTA Regulations

John has led many projects which required compliance with state and FTA regulations, including most of the work with the WSDOT. As the contract manager for the Alaska Marine Highway System life-saving upgrades project and as the program manager for many WSF projects, John has a strong understanding of FTA regulations.

2.3 Example of Project Management

NOAA Engineering On-Call

An on-call contract can require quick response, decision making, and engineering. John has been the program manager for NOAA engineering on-call contracts, successfully managing their needs with efficiency and accuracy. After the initial call with the scope, John would develop the project schedule, budget, and tasking. Each project required flexibility to adapt to changing scope. Many of the calls from NOAA were related to immediate issues with the vessels, the cause of which was not always known. These types of projects required John to perform a ship check, determine the cause, and produce a scoping for the solution. During this process, consistent communication with NOAA was necessary to collaborate and agree on the solution.

Cathlamet to Issaquah Class Heat Recovery Renovation

The Issaquah Class Heat Recovery Renovation project started as a task for only the Cathlamet. During the process of the initial task, it was determined that the same task needed to be competed for all the Issaquah Class vessels. John worked with WSF to determine the schedule and budget. During the planning process, minimizing the downtime of the ferries was weighed against accelerating the engineering work and minimizing the cost. John consulted with the engineers and project managers at Art Anderson to coordinate the additional work from the increased scope along with other projects. The project was completed successfully and demonstrated John’s ability to manage an increase in scope.

United State Army Corps of Engineers

Portable Floating Fish Collector

John was the program manager for a large design effort of a portable floating fish collector for the Army Corps of Engineers (USACE). The fish collector gathers fish for research and monitoring in the Willamette Valley. This project involved working with a teammate to design the marine structure, developing specifications, designing the mooring system, and developing the operations plan. John managed all of Art Anderson’s efforts along with the

Completed Project


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communication between team members and the client. At the start of the project, Art Anderson was tasked with a discreet scope of work which quickly expanded once issues arose. Art Anderson Associates’ engineers stepped in and solved design issues with John’s guidance. With a project this large and the change in scope, John relied on the organization of the schedule and budget to ensure each deliverable was completed successfully. The size of this project, including structure and mechanical systems, is similar to the Jumbo Mark II class of ferries. John has been program manager for many of these types of programs and has proved he has the skills to manage projects of all sizes.

2.4 Professional Licenses

John is a licensed Professional Engineer in the Washington.

3.0 KEY TEAM MEMBER QUALIFICATIONS

The following Art Anderson and AMSEC employees are offered as key candidates with backgrounds and experience that meet WSDOT Ferries Vessel Maintenance and Preservation Program Support. Through Art Anderson and AMSEC’s past experience as a team, we have high confidence these key team members will provide WSDOT with the experience and expertise requires for a successful contract.

Name: Marty McKay WSDOT Role: Deputy Program Manager/ Mechanical Engineer

Qualifications: Professional Engineer in Washington, Oregon, and Alaska

Prior Relevant Projects

Title: AMHS M/V Columbia Modification Dates: 3/1/2014 to present

Role: Project Manager - Marty has lead our team in a refurbishment of the largest vessel in AMHS’s fleet. Improvements to crew living quarters, repairs to the housetop and stack, and upgrades of associated systems and equipment are the general scope of this project. Also included are various structural modifications, upgrades to IT infrastructure, ADA improvements, and outfitting replacement. He is the primary point of contact for coordination with the AMHS VCM for completion of all tasks and works directly with the AMHS VCM to ensure the Communication Plan, Project Work Schedule, and all technical requirements are completed. All regulatory body communications are managed by Marty. The contract remains open for further support as needed by AMHS.

Title: Hornblower Fleet Assessment Dates: 12/12/2016 to 4/30/2017

Role: Program Manager - Marty led the effort to do a fleet assessment of the Hornblower vessels. He performed ship checks, analyzed vessel documentation, analyzed concession agreements, and provided a report detailing all the findings including the assessment of the value of the vessels. This effort was completed for over 60 vessels.

Title: NOAA Nancy Foster Conversion Dates: 6/16/2014 to 11/14/2014

Role: Senior Mechanical Engineer – Marty led the mechanical engineering of the conversion from a former U.S. Navy torpedo test vessel to a NOAA research vessel including, deck arrangement, over-the-side handling gear, steering and control modifications, torpedo hold conversion, ballast fuel oil and water system modifications, electrical system modifications, and the stability test.


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Specific Area Accomplishments: Marty has performed engineering for maritime maintenance for ferries for many agencies including WSF, Kitsap Transit, and NOAA.

WSF/Public Agency Experience: Marty was a Project Manager and/or mechanical engineer on many WSF contracts including of the Issaquah Class Heat Recovery Renovation, the WSF Terminal/Vessel Homeland Security Improvements, and the WSF Naval Architecture and Marine Engineering Services On-Call. Other agencies he has supported include AMHS, Kitsap County, Skagit County, NOAA, National Park Services, Puget Sound Naval Shipyard, and the U.S. Army Corps of Engineers.

Name: Alfredo Santos WSDOT Role: Engineer Logistics 3

Qualifications: US Navy certified CDMD-OA configuration management logistician.


Title: HM&E Assessment Support Dates: 4/1/16 to present

Role: Configuration Management Lead - Providing Configuration and Logistics support to various inspection and assessment visits conducted by CNAP/CNAL CVNs, these events include Combat Systems Readiness Assessment (C5RA), Test Measurement and Diagnostics Equipemnt (TMDE), Elevator Support Unit (ESU), Carrier Equipment Material Assessment Team (CEMAT), Underway Material Assessment Team (UMAT), Point of Entry (POET), Aircraft Carrier Climate Control Investigation Team (ACCCIT), Aviation Launch and Recovery Equipment (ALRE)/Aviation Systems Readiness Assessment (ASRA), Aviation Fuel/JP5, Supply Equipment Assistance Team (SEAT/EQOL), and other support for ships during an availability.

Title: Configuration and Parts Database Update

Dates: 12/14/2016 to 5/9/17

Role: Lead a team of logisticians and programmers in identifying a process to update US Navy Allowance Parts Lists (APL’s) with spare parts and characteristics data that support over 200 thousand configuration items per Aircraft Carrier

Title: HM&E SCLSIS Processing Dates: 4/1/16 to Present

Role: Review ship's database for validity. Research system technical data requirement, identify components and logistics support required by assessors. Identify problems areas and provide recommended solutions to ship's class CDM. Update ship's Logistics reference libraries (RIC, PARTS DATA, EIC, SAC, SCAT, CCF, CFF, PMS, TDMIS, NATEC, DWG). Provide assistance in the development of Configuration Overhaul Planning (COP) and other configuration planning data for ship's going into an availability.

Specific Area Accomplishments: Al Santos has over 40 years managing US Navy supply and spare parts.

WSF/Public Agency Experience: AMSEC processes and procedures are certified ISO 9001:2008 for Design Engineering and Life Cycle Logistics Support Services for Ship and Facility Construction, Modernization and Repair for an Engineering Support Services Organization Specializing in Nave, Marine, Commercial and Industrial Engineering.


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Name: Edwin Wurden WSDOT Role: Programmer Analyst 4

Qualifications: Computer Programmer


Title: CVN73 TSIMS Software Implementation

Dates: 4/17/17 to 5/28/17

Role: Computer software installer – On CVN73 homeported in Yokosuka Japan, Edwin Wurden installed the latest version of the Total Ships Information Management System (TSIMS) Shipboard Database installations and provides ships force training

Title: HM&E Assessment Support Dates: 4/1/16 to present

Role: Computer Programmer - Provided programming support to prepare/adjust assessment tool data files/records as required in support of assessment event requirements including Standard Data Interface Format (SDIF) extracts. As coordinated and confirmed with the contracting officer, correct programming errors and/or make updates into the software program of the applicable assessment tool to apply recognized and confirmed enhancements in order to fully support assessment requirements. Maintain ROCKATS version configuration control - provide version updates to CNAP N432 as they occur and to other users as required and authorized by the COR.

Title: Machinery Condition Assessment Process (MCAP) - Logistics support

Dates: 8/18/16 to Present

Role: Computer Programmer - Provide technical support (on-site, telephonically and via e-mail) for the Electronic EDL and MCAP mobile packages to the fleet and both (public and private) shipyards in support of Continuous Incremental Availabilities (CIAs), Planned Incremental Availabilities (PIAs), Dry-docking Planned Incremental Availabilities (DPIAs), Selected Restricted Availabilities (SRAs) and Refueling Complex Over Hauls (RCOH).

Specific Area Accomplishments: Edwin Wurden has over 30 years’ experience providing computer software support and application development in support of configuration management, spare parts inventories for ships systems.


Name: Angelia Johnson WSDOT Role: Operations Research Analyst 3

Qualifications: 18 years’ experience providing Maintenance Engineering and Reliability Information tool (MERIT) program support services.


Title: Commander Naval Air Forces Atlantic - MERIT Support Services

Dates: 3/1/2017 to present

Role: Operations Research Analyst 3 analyzing U.S. Navy 4790-2K maintenance action forms using the Maintenance Engineering and Reliability Information tool (MERIT) program. Groom EQOL system properly assigning system, equipment,


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component, cause, symptom to produce Dated Priority and Status Reports. Additionally, adept in utilizing the Navy Open Architectural Retrieval System (OARS) for retrieving Navy 3M data for inputting and updating the MERIT program. Utilized Configuration Data Managers Database-Open Architecture (CDMD-OA) to research equipment, develop structures, and populations of systems. Trains personnel in the use of the MERIT program to ensure accuracy of coding of systems and reports. Trains personnel on the use of OARS and CDMD-OA.

Title: Maintenance, Engineering, & Reliability Information Tool (MERIT) Technical Guidance

Dates: 12/1/13 to 8/30/14

Role: Operations Research Analyst 3 - Provide technical support to COMNAVAIRLANT for the collection and analysis of designated HM&E systems with data collected from the 3M/ OARS and CDMDOA database repositories. Provide analytical reports in support of various Maintenance Management and Integrated Logistics Support programs; incorporate collected data into the Maintenance, Engineering, & Reliability Information Tool (MERIT) for use in Life Cycle Management, trend analysis, root cause analysis, and measurement of program effectiveness.

Title: CNAL Combat Systems and Assessment (C5RA) Maintenance Logistics Support

Dates: 3/1/17 to Present

Role: Operations Research Analyst 3 - Providing Ship’s Configuration and Logistics Support (SCLSIS) to the COMNAVAIRFOR (CNAL) Combat Systems, Command, Control, Communication, Computer Readiness Assessment (C5RA) Teams during their onboard assessments and provide Integrated Logistic System (ILS) support for Type Commander (TYCOM) combat systems fleet sponsored alterations.

Specific Area Accomplishments: Angelia has over 38 years US Navy experience providing maintenance support services.


Name: Jim Prante WSDOT Role: Engineer Planning Analyst 4

Qualifications: Over 50 years US Naval Nuclear Shipyard Machinery Mechanic


Title: 16SUBCVN-1799, AIM Doc Prep HM&E (Prante)

Dates: 32/10/2016 to 2/9/2017

Role: Engineer Planning Analyst 4- Prepare and review Advanced Industrial Management (AIM) planning and technical work documents (work documents and TGIs) to primarily support surface and submarine availabilities.

Title: 15SUBCVN-1658, AIM Doc Prep & Trouble Desk, HM&E (Ohnemus, Taylor, Prante, Bushey)

Dates: 12/14/14 to 12/15/15


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Role: Engineer Planning Analyst 4 - Prepare and review Advanced Industrial Management (AIM) planning and technical work documents (work documents and TGIs) to primarily support surface and submarine availabilities.

Title: 14CVN-1624, AIM Doc Prep HM&E, and Trouble Desk, Piping

Dates: 6/16/2014 to 9/30/14

Role: Engineer Planning Analyst 4 - Prepare and review Advanced Industrial Management (AIM) planning and technical work documents (work documents and TGIs) to primarily support surface and submarine availabilities.

Specific Area Accomplishments: Jim Prante has over 50 years’ experience on US Navy ships providing maintenance planning sevices as a manager and journeyman mechanic.


Name: Richard Carr WSDOT Role: Master Tradesperson 4

Qualifications: Professional Engineer in Washington, Oregon, and Alaska


Title: CEMAT Support Services Dates: 2/1/15 to 1/30/16

Role: Master Tradesperson 4 - Responsible for the training and providing technical assistance to the ships force personnel in assessing, troubleshooting, repairing and locating correct logistic support on Carrier galley, laundry equipment and auxiliary engineering equipment. Some of his assignments and accomplishments were: USS John C. Stennis (CVN-74) during the 5A4 upkeep he installed Fwd Crew Mess cold food drop-ins, assisted in troubleshooting and repair of WR1 combi-ovens, assisted with the installation of two new VIP 20lb washers in crew laundry, assisted with troubleshooting and repair of three dishwasher in Aft Scullery. Various under counter reefers and freezers in WR3 and Fwd Galley. During the UMAT he specifically was assigned to assess and repair the ships 1MC system which was plagued with some 1MC speakers inoperable throughout the ship. He also trained several ships IC men in assessing and repair. USS Nimitz (CVN-68) during the EPIA availability he repaired 3 skittles is Aft Crew Galley, troubleshoot and repair of the stand-up reefer in WR 3 annex, assisted with the repairs to the CPO under counter reefer and the walk in Freezer, assisted with various reefer and freezer repairs in Fwd Crew Galley. Currently assigned to assist with the troubleshooting and repair of the Galley and Laundry equipment during the USS Ronald Reagan (CVN -76) SRA availability.

Title: Tradesman International Dates: 11/1/14 to 2/30/15

Role: Master Tradesperson 4 - Installing cable, wiring, connecting, drilling, tapping, threading, mounting, labeling, troubleshooting electrical and electronic equipment, including high voltage generators, air conditioners, computer consoles, depth detectors, ships speed detectors, tank level indicators, communication equipment and sound systems, battery banks, motor controllers, radars, ships lighting and ships control panel indications and controls.


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Title: Electrical and Fiber Optics Support Dates: 2/1/2012-2/1/2014

Role: Performed Electrical, Electronic, Fiber Optic, and Mechanical Technician work at Puget Sound Naval Shipyard and Keyport Naval Base Under Sea Warfare Center within the Combat System Department. Performed Electrical and Fiber Optic work on board US Navy Ships, including Carrier overhauls. Improved overall team work performance by 10 percent. Repaired 160 high density electronic circuit boards with multiple problems, with a cost saving of 15 percent of the hours allotted to perform the work. Caught up a two year back log within six months, on vital mission critical electronic combat system equipment. The only contractor up to that time allowed to work on Heavyweight Torpedo Electronic Regulators. Helped in clearing up a back log of repairs, four years old, by performing electrical and electronic repairs to test equipment in the calibration shop at Keyport.

Specific Area Accomplishments: Richard has over 48 years of U.S. Navy experience working as a shipboard journeyman electrician.


4.0 PROJECT MANAGEMENT SYSTEM

Art Anderson has been using a project management system with proven success of maintaining or accelerating schedule, producing quality products, maintaining productive communication internally and externally, and finishing within budget.

3.1 Quality Assurance/Quality Control Process

Art Anderson Associates has a formal Quality Assurance (QA) manual that provides procedures for developing and checking product for accuracy and efficient producibility. These procedures are tailored to fit the needs of the clients for the type of product being delivered.

At the beginning and during the project, formal periodic meetings are conducted with the Project Manager, and the Project Engineer/technical leads to discuss the technical project approach and quality process. First, the Project Manager meets with the selected team members in a kick-off meeting to outline task goals and requirements at the start of the task. At this time, team members receive individual assignments and a schedule of deliverables from the Project Manager. This meeting provides an opportunity for all team members to hear about the entire task and become familiar with the interface areas. Start-up time is minimized and efficient coordination among the team members is established. During design development, in-process reviews are regularly conducted.

In accordance with our Quality Assurance manual, each deliverable receives a technical review by the technical supervisor (group head or other designated senior technical person), the Project Manager (as the firm's Quality Assurance Manager) and the Project Engineer, before being submitted to the customer. This is the case whether the deliverable is developed in-house or by a subconsultant. In this process each work


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product is first systematically checked by a person with qualifications equal to the individual producing the item. Then, if the item is acceptable, the item progresses to the next review step. A checklist form for these systematic checks, are contained in the QA manual. Use of the form ensures that each deliverable receives the required reviews and that the required changes are incorporated prior to submittal. Completed forms are retained with the official project files.

3.2 Budget and Scope Tracking System

Art Anderson uses Deltek Vision System (Vision) for project planning and tracking. Prior to each project kick-off meeting, the Project Manager will develop a schedule and budget in Vision. During the progress of the project, all time from the engineers, designers, and administration charged to the project will be displayed in the project plan in Vision. The Project Manager tracks, in real time, the budget, expended hours, and remaining hours. Also, the Project Manager inputs the progress of the project in the form of tasks started, in progress, and completed. With all the information in one tracking system, the Project Manager can depend on the reports to track the progress of the whole project and determine what actions, if any, need to be taken to stay on schedule and on budget.

3.3 Scheduling Program

The same program used for budge and scope is used for scheduling, Vision. Determining the scope and budgeted hours and then applying them to the individuals assigned to complete the task will produce the schedule in Vision. Each task can be linked to predecessors and successors to determine available float and the critical path of the project. The program manager, John, has used Vision to plan, budget, and task each project since 2005 including WSF Issaquah Class Heat Recovery Renovations, United State Army Corps of Engineers Floating Surface Collector, and WSF Security Upgrades.

Vision has the capability to export to Microsoft Project. John has used this capability on many projects to integrate the schedule with subcontractors and teammates. It provides a format which is known to many clients for their use.

3.4 Internal Communication

The open layout of the Art Anderson office provides a collaborative environment which allows for easy communication between team members. Outside of office communication, Microsoft Outlook email and calendars are used for internal communications. When working with AMSEC, email, conference calls, and in-person meetings are held for planning projects and status updates.

3.5 Client Communication

Maintaining constant client communication is important to have a complete understanding of the scope of the project and every expectation for successful completion. Client combination is maintained through emails, conference calls, site visits, and in-person office meetings. Communication can also be in the form of drawings and reports which provide a better understanding of the vessel, equipment, details needed in drawings, and services to be provided. Through efficient client communication, a project has a high chance of being on budget and on schedule.

Washington State Department of Transportation (WSDOT) Ferries Division

2017 On-Call Washington State Ferries

Vessel Maintenance and Preservation Program Support

Statement of Qualifications, Packet A

Request for Qualifications Publish Date: April 4, 2017

Submitted to: Consultant Services Office

Washington State Department of Transportation 310 Maple Park Avenue SE

PO Box 47323 Olympia, WA 98504-7323

[email protected]

Submitted by:

4401 Ford Avenue, Suite 1000

Alexandria, VA 22302

Contact: Ralph Duncan, PE

360-710-2850 [email protected]

May 9, 2017

Notice of Restriction

This response includes data that shall not be disclosed outside WSDOT and shall not be duplicated, used, or disclosed -- in whole or in part -- for any purpose other than to evaluate this response. If, however, an award is made to this offeror as a result of -- or in connection

with -- the submission of this data, the WSDOT shall have the right to duplicate, use, or disclose the data to the extent provided in the resulting contract. This restriction does not limit the WSDOT’s right to use information contained in this response if it is obtained from another

source without restriction. The data subject to this restriction are contained in all sheets of this

response.

mailto:[email protected]

2017 On-Call Washington State Ferries Vessel Maintenance and Preservation Program Support

May 9, 2017 Packet A, Page i

Use or disclosure of sensitive information contained on this page is subject to restrictions on the title page of this proposal

Table of Contents

1. Introduction ................................................................................................................. 1

2. Understanding of the Requirement.............................................................................. 1

3. Qualifications/Expertise of Firms on Team .................................................................. 2

3.1. List of All Firms on Proposed Team ..................................................................... 3

3.2. Team Member Offices .......................................................................................... 4

3.3. Organization Chart ............................................................................................... 4

3.4. Prior Teaming Experience .................................................................................... 5

3.5. Key Staff and Resource Availability...................................................................... 6

3.6. Relevant Project Experience ................................................................................ 6

4. Qualifications of the Project Manager ........................................................................ 10

4.1. Project Manager Profile ...................................................................................... 10

4.2. Relevant Project Experience .............................................................................. 11

4.3. Familiarity with Relevant Regulations and/or Procedures .................................. 11

4.4. Ability to Manage Schedule, Scope, Budget, and Changes ............................... 12

4.5. Professional Licenses, Accreditations, and Certifications .................................. 12

5. Key Team Member Qualifications ............................................................................. 13

5.1. Dan Frank .......................................................................................................... 13

5.2. Eugene Thelin .................................................................................................... 14

5.3. Dennis Sprouse, NACE II ................................................................................... 16

5.4. Charles Marino, NACE II .................................................................................... 17

5.5. Keith Alderson .................................................................................................... 19

5.6. Martin Oard, PMI-SP .......................................................................................... 20

5.7. Henry Kocevar, CMRP ....................................................................................... 21

5.8. Karlheinz Schwab............................................................................................... 22

5.9. Ron Inget ............................................................................................................ 24

5.10. Thomas Moriarty, PE, CMRP ........................................................................... 25

6. Firm’s Project Management System .......................................................................... 26

6.1. Quality Assurance/Quality Control Processes .................................................... 28

6.2. Tracking Systems to Monitor Project Budget and/or Scope ............................... 28

6.3. Scheduling Program ........................................................................................... 29

6.4. Process for Interacting with Internal Project Team ............................................. 29

6.5. Ability to Provide Interaction with Client and/or Stakeholders ............................ 30


May 9, 2017 Packet A, Page ii


List of Figures Figure 1: Organization Chart ........................................................................................... 5

List of Tables Table 1: Summary of Value Offered in Identified On-Call Areas ..................................... 2

Table 2: Firms on Proposed Team .................................................................................. 4

Table 3: Team Member Offices ....................................................................................... 4

Table 4: Prior Subcontractor Teaming Experience .......................................................... 6

Table 5: Team Member Availability ................................................................................. 6

Table 6: Project Example Relevance Matrix .................................................................... 6

Table 7: Key Team Member Qualifications Summary ................................................... 13


May 9, 2017 Packet A, Page 1


1. Introduction BMT Designers & Planners (BMT) is teamed with HMS Consulting & Technical (HMS) and veteran-owned small business Alidade MER (Alidade) to offer a suite of capabilities and experience highly-aligned with the maintenance and preservation program support needs identified by Washington State Ferries (WSF).

Our integrated, locally-based team draws on decades of experience supporting all aspects of maintenance program development and management for complex government fleets like the U.S. Coast Guard, to lean, smaller public ferry systems like those in Pierce County, Jacksonville, and Mobile Bay.

Mr. Ralph Duncan, our Proposed Project Manager, is a locally-based Professional Engineer with decades of experience leading similar programs, including WSDOT on-call contracts and projects requiring FTA and FHWA compliance. His skilled leadership, approach to customer engagement, and exceptional management capability will ensure high-quality, on-schedule delivery of value-added services.

Supporting Mr. Duncan is a team of key personnel organized in an efficient, effective management structure tailored to deliver maximum value for WSF. Our key personnel include professionals with senior U.S. Coast Guard maintenance and operational experience, supporting complex overhauls and maintenance programs, developing and implementing compliant and efficient business processes for maintenance management, and delivering proven results in cost and asset availability.

BMT will lead this contract from HMS offices located in Seattle along the Ship Canal, mere minutes from WSF headquarters. This site includes office and conference room space for team members executing tasking under this contract.

As we describe in this Statement of Qualifications, the BMT team has the experience, capability, and approach to be an exceptional partner for WSF that will deliver measurable results in fleet maintenance cost, availability, and organizational performance.

2. Understanding of the Requirement WSF operates the largest ferry system in the U.S., carrying more than 24 million passengers and 10 million vehicles on 22 vessels operating 11 routes spanning Puget Sound. It is an integral part of the state’s transportation system, providing crucial links for daily commuters and tourists alike. Over the last two decades, numerous challenges have tested WSF’s ability to maintain and preserve this fleet, including funding challenges related to the passage of I-695, chaos resulting from the sudden removal of the Steel-Electrics in 2007, and a very public black eye when two of three Jumbo Mk II’s were out of service during the peak season in 2014.

Numerous management changes and initiatives have resulted in a leaner, more capable, and better-organized WSF. New vessels have been delivered and are providing sorely-needed capacity and backup for outages, including the remaining Kwa di-Tabils and three of four Olympic class ferries. But there are still major challenges that

The BMT Team offers WSF exceptional individual and corporate experience in relevant areas, a capable and experienced Project Manager, and a lean approach that matches the right individuals with the needs of a particular task.




highlight WSF’s need for the type of expert maintenance and preservation program support skills this on-call contract seeks to address:

• One-quarter of WSF’s 1,800 employees, and more than a third of its engine room staff will retire or qualify for retirement in the next five years. WSF has limited time to capture the wealth of knowledge in its seasoned operators and build institutional knowledge that will sustain best practices once these skilled professionals retire.

• Ridership is up, but on-time percentage has slipped in recent years. While many service outages are due to crew manning challenges, a significant number are attributable to the need to conduct unplanned necessary repairs. Improved failure analysis can help prevent recurrence of problems, while improved procedures and management processes can identify and resolve issues before they occur.

• While the fleet has a maintenance backlog of $270M, the biennial budget supports only half of the fleet’s preservation needs. The exposure of WSF funding to the biennial legislative cycle and Olympia politics means the fleet will have to “do more with less” to sustain operations as fleet assets age. Lean management, refined processes, improved tools, and innovative ideas are needed to maintain operational tempo despite available funding challenges.

WSF is in a unique position. As the largest ferry fleet in the country, and an integral part of the Washington State Department of Transportation (WSDOT), the agency must contend with issues not unlike that of other government fleets. At the same time, WSF faces competitive pressures unlike other public transportation systems—the need to sustain a high farebox recovery, attract passengers from competing modes, and operate in a lean manner comparable to that of a commercial operator.

3. Qualifications/Expertise of Firms on Team To address the above-described maintenance and preservation challenges, WSF has solicited the support of a consultant team that can deliver a range of related capabilities and expertise, providing quality responsive services in this unique context.

BMT, in close partnership with HMS and Alidade, offers WSF the ideal mix of world-class government and commercial maintenance and preservation expertise, delivered from a location mere minutes from WSF headquarters and Colman Dock. Our locally-based management team offers high responsiveness while drawing on a team of expert professionals with decades of fleet maintenance and operations experience. Table 1 highlights the value our team offers in each of the on-call areas identified in the RFQ project description.

Table 1: Summary of Value Offered in Identified On-Call Areas

Requirement BMT Team Value

Asset Management • BMT’s leadership and management of the USCG CB-OTH rotable maintenance pool involved development of reliability metrics and maintenance program. BMT has significant experience working with several different computerized maintenance management systems (CMMS).

• HMS’ vast experience in the management of ferry fleets includes market research, comparison, selection, and implementation of CMMS

• Alidade has led numerous improvement programs involving organizational, business process, and CMMS changes for large and complex organizations




Requirement BMT Team Value

Maintenance Procedure Development

• BMT and HMS have both developed maintenance procedures for routine maintenance, detailed procedures for dock trials and sea trials, and shipboard processes, spanning all types of ship systems

Vessel Maintenance Contract Development

• BMT writes shipyard work specifications for USCG availabilities for multiple vessel classes

• HMS develops and manages maintenance contracts from initial scope of work statements, through specification development, work execution, and warranty support

Root Cause Failure Analysis (RCFA)

• Among many other projects, BMT technicians recently used RCFA to identify a problematic propulsion control algorithm for Golden Gate Ferries, and solve corrosion issues for the Cape May Ferry

• HMS has an experienced team of technicians available to conduct RCFA work. Past experience includes leading an RCFA team to determine cause of failure for central paddlewheel shaft in AMERICAN QUEEN, resulted in change of shaft design & increased service life.

Vessel Spare Parts Inventory Management

• BMT developed and maintains a spare parts inventory management system as part of the CB-OTH rotable maintenance pool program, and performed analysis of spare parts inventory management for the National Security Cutter to support increased operational tempo

• HMS developed and assists in managing and improving computerized systems for inventory management for multiple commercial ferry fleets

Configuration and Obsolescence Management

• BMT support for the USCG SFLC NA/ME Branch involved development of engineering changes for implementation across the fleet, and providing engineering assistance for support issues, requiring robust processes for managing configuration across vessels and vessel classes.

• HMS staff have conducted numerous configuration and obsolescence management studies and analyses

Business Process Development

• BMT developed and maintains a complete set of business processes utilized for the execution of vessel maintenance services as part of an ISO 9001 certified quality system

• HMS has developed and implemented fleet and maintenance management processes for six HMS Ferries fleets

Business Case Cost-Benefit Analysis

• Backed by talented engineers and naval architects, BMT has conducted numerous trade and business case studies to evaluate and optimize performance, life cycle cost, and other factors

• HMS staff have experience producing detailed business case analyses with recommended courses of action, such as an in-depth analysis to maintain or replace propulsion engines in the USCG fleet of 47’ MLBs with notable engine failure rates

Maintenance Staff Short Term Staffing Support

• Both BMT and HMS personnel include USCG licensed professionals, including 100-Ton and Unlimited Masters and Chief Engineers, and port engineering professionals who have supported varied and extensive shipyard repair evolutions

3.1. List of All Firms on Proposed Team Table 2 lists all firms on the proposed BMT team, the types of expertise each firm can provide, and how long each has been providing these types of expertise.




Table 2: Firms on Proposed Team

Firm Type(s) of Expertise Years in Business BMT Designers & Planners (Prime Contractor)

Maintenance and reliability management and technical services, naval architecture and marine engineering, port engineering and availability project management, training, and design/drafting

65

HMS Consulting (Subcontractor)

Ferry fleet asset management, maintenance and reliability program management, business and program analysis and support

10

Alidade MER (Subcontractor) Veteran-Owned Small Business

Asset management, reliability engineering, maintenance management systems, business and program development and analysis

13

3.2. Team Member Offices Table 3 provides the location of each team member’s offices nationwide, the total number of employees at each location, and the types of expertise available.

Table 3: Team Member Offices

Office Location Emp. Type(s) of Expertise Available

BMT Designers & Planners

Seattle, WA 4 Management, naval architecture, and electrical/electronics technician

Alexandria, VA 36 Management, corporate support, naval architecture/marine engineering

Portsmouth, VA 24 Maintenance managers and technicians, reliability, corporate support

Other client site and office locations

51 Naval architecture/marine engineering, analysts, program support, maintenance and reliability, information technology, corporate support

HMS Consulting & Technical

Seattle, WA 4 Asset managers and maintenance professionals, corporate support

Bainbridge Island, WA 3 Asset managers and maintenance professionals, corporate support

Alidade MER (Veteran-Owned Small Business)

Satellite Beach, FL 4 Asset management, maintenance, and reliability professionals, corporate support

3.3. Organization Chart Figure 1 is an organization chart depicting the roles and responsibilities of the firms and individuals on the BMT team.




Figure 1: Organization Chart

3.4. Prior Teaming Experience As the Prime Consultant, BMT has prior experience working with subcontractors proposed for this contract. Table 4 provides the name of one key project for each subcontractor, the role, and the dates services were performed.




Table 4: Prior Subcontractor Teaming Experience

Subcontractor Role Dates Performed

HMS Consulting BMT worked with HMS Consulting in a proposal effort to prepare operational requirements and initial design of three classes of ferry vessels for operation in NY.

10/2015 – 3/2016

Alidade MER BMT was subcontractor to Alidade for development and implementation of 175’ WLM and 225’ WLB Integrated System Review groom procedure and condition-based maintenance procedures across the fleet.

3/2014 – 3/2016

3.5. Key Staff and Resource Availability Table 5 provides the current availability of key staff and resources for each firm on the proposed project team. The breadth of our resources allows us to shift project work to ensure key staff are available when needed.

Table 5: Team Member Availability

Resource Project Role Availability (Hrs./Mo.)

BMT Designers & Planners

Ralph Duncan, PE Project Manager 80+

Gene Thelin Task Lead 80+

Dennis Sprouse, NACE II Task Lead 168+

Charlie Marino, NACE II Task Lead 120+

Keith Alderson Task Lead 120+

Marty Oard, PMI-SP Task Lead 80+

Ron Inget Subject Matter Expert 168+

HMS Consulting & Technical

Daniel Frank Assistant PM, Task Lead 40+

Karlheinz Schwab Subject Matter Expert 168+

Alidade MER

Tom Moriarty, PE, CRMP Subject Matter Expert 40+

Henry Kocevar, CRMP Subject Matter Expert 168+ ce

3.6. Relevant Project Experience In this section, we provide information on up to three projects performed by team member firms in the last three years, demonstrating our experience providing similar services to those proposed for WSF. Table 6 summarizes the relevance of these examples to the five key evaluated areas. It is notable that all project examples involved some aspect of these five areas.

Table 6: Project Example Relevance Matrix

Relevant Expertise Area BMT HMS Alidade &

BMT

SFLC

Program Support

SFLC Marine

Engineering Colville Ferry

HMS Ferries

WLM & WLB

Grooms

Asset Management ✓ ✓ ✓ ✓ ✓

Reliability Engineering ✓ ✓ ✓ ✓ ✓

Maritime Maintenance ✓ ✓ ✓ ✓ ✓

Logistics & Inventory Mgt. ✓ ✓ ✓ ✓ ✓

Computerized Maint. Mgt. System ✓ ✓ ✓ ✓ ✓

3.6.1. BMT Designers & Planners




3.6.1.1. USCG Surface Forces Logistics Center Program Support (SFLC) BMT provided a range of maintenance program support activities (~$6M) under a task order/on call-type agreement for the USCG Surface Forces Logistics Center, the organization which provides depot level maintenance, engineering, supply, logistics and information services for the fleet. Services provided by BMT under this contract include:

• Programmed Depot Maintenance Port Engineer (PE) and Availability Manager (APM) Training Program: BMT wrote the predecessor process and desk guides and provided course and curriculum development, management, facilitation, instruction, and technical support for the PE (since 2011) and APM (since 2014) courses utilized by the USCG to train its professionals in preparing and executing maintenance periods, including such topics as engineering administration, project management, welding, non-destructive inspection, corrosion, and coating systems. To date, BMT has instructed/facilitated a total of sixteen PE (296 students) and five APM (69 students) classes.

• Corrosion Prevention and Control (CPAC) Program Support: BMT has provided project management, facilitation, instruction, and technical support for the Corrosion Prevention and Control (CPAC) course since 2015. BMT provided the development of the CPAC Program course performance objectives, course outline, and curriculum, including Student Guides, PowerPoint presentations, and necessary training aids. The facilitation and instruction is focused on references, fundamentals and types of corrosion, corrosion control, coatings systems, surface preparation, coatings application and coatings failures, tools for application and quality assurance, industry standards, safety, CPAC Program responsibilities, condition based painting, Maintenance Procedure Cards, and tank and void corrosion assessment/inspection. To date, BMT has instructed/facilitated a total of eight CPAC classes (137 Students).

• Availability Project Manager for Medium-Endurance Cutter: BMT is providing project management of all hull, mechanical, and electrical (HM&E) logistical support for the alteration, repair, installation, redesign, and maintenance of complex systems and machinery on USCG Medium Endurance Cutters. The work involves a wide range of engineering tasks including, but not limited to, depot-level maintenance planning and execution; casualty support for hull structural, diesel engines, heating, ventilation and air conditioning systems, piping systems, hydraulics, electrical distribution and control systems and other shipboard mechanical and electrical systems; and associated record keeping.

• Preventive Maintenance System Support for Non-Modernized Surface Assets: BMT provided on-site services at SFLC, serving as feedback coordinator for all related maintenance issues that come from the fleet relating to non-modernized surface assets. BMT managed SFLC Central activities and projects for the Aging Cutter and Boat branch, and Class Maintenance Plans in the computerized Fleet Logistics System. BMT also compiled, updated, and promulgated preventative maintenance manuals for the non-modernized assets.

BMT can employ a similar training approach for WSF, tailoring materials to suit its specific business processes and IT systems, and the type of issues most often faced by the fleet.




Relevance: Demonstrates BMT’s experience and capability meeting public-owned fleet asset management, maintenance, and reliability requirements as part of a task order contract for a fleet owner with similar complexities and challenges as owner/operator of multiple vessel classes and an industrial facility providing minor and intermediate maintained for its own vessels.

Customer: U.S. Coast Guard Surface Forces Logistics Center (Sub to BayFirst)

Performance Period: 6/2012 – 6/2017

3.6.1.2. USCG Surface Forces Logistics Center Marine Engineering Support BMT is providing on-site and off-site support (~$600K) to SFLC ESD, supporting USCG Product Lines including IBCT-PL, LRE-PL and MEC-PL. Support included propulsion system maintenance, operation, and troubleshooting requirements, including development of Engineering Changes (ECs) for implementation across the fleet, providing technical oversight and recommendations for ensuring the quality and effectiveness of these ECs and their implementation contracts; providing updates to technical documents including drawings, technical publications, Naval Engineering Manual and standard design requirements; providing engineering assistance for large cutter fleet support issues such as casualty response queries, Root Cause Failure Analyses, and engineering issues.

Relevance: Further validates BMT capabilities to provide maintenance management and reliability engineering services, including deckplate-level development and implementation of processes for asset and maintenance management. USCG is a public fleet owner with similar complexities and challenges as WSF, as owner/operator of multiple vessel classes and an industrial facility providing minor and intermediate maintenance for its own vessels.

Customer: U.S. Coast Guard Surface Forces Logistics Center (Sub to TCG)

Performance Period: 7/2012 – Present

3.6.2. HMS Consulting & Technical

3.6.2.1. Colville Reservation Inchelium-Gifford Ferry The Confederated Tribes of the Colville Reservation retained the services of HMS Consulting to conduct an assessment of operations and maintenance practices at the Inchelium – Gifford Ferry and to make recommendations for optimization of the system. The ferry is a critical service to the community, providing everyday access to education, healthcare and economic development of the region. As such, it’s reliability is of paramount importance to the Tribe.

Following a thorough assessment, HMS Consulting worked with the Tribe to prioritize, develop and implement the resulting recommendations. These efforts included a basic maintenance management system which could provide the foundation for an effective computerized maintenance management system. A thorough and detailed management system was developed which included operations and maintenance procedures. And finally, business processes were developed to ensure efficient and safe operations in accordance with both regulatory requirements as well as best management practices.

Relevance: Demonstrates HMS experience leading development and implementation of maintenance management system improvements for a publicly-owned double-ended vehicle ferry in Washington State.




Customer: Confederated Tribes of the Colville Reservation

Performance Period: 8/2012 – 5/2014

3.6.2.2. Program Management Support for HMS Ferries Under an ongoing agreement with HMS Ferries, a third-party vessel management company, HMS Consulting has provided a wide variety of technical services for a diverse and growing fleet of vessels. The current fleet of fifteen vessels are managed by HMS Ferries for various clients in different locations around the country, which presents unique challenges for the organization to establish continuity in engineering management and maintenance practices. HMS Ferries relies on HMS Consulting to develop and implement a growing list of engineering programs for support of their fleet. These programs include: identifying, prioritizing and planning work for future shipyard availabilities; preparation of shipyard repair specifications and port engineering assistance during shipyard periods; root cause failure analysis and support; configuration and obsolescence management support; and the identification and implementation of a computer-based maintenance planning and tracking system to improve asset management and inventory management. Additionally, shipboard qualification procedures and standards are reviewed and supported throughout the diverse fleet, with an emphasis on common standards and procedures tailored to vessel-specific requirements.

Relevance: Demonstrates HMS experience covering all aspects of asset, maintenance, and reliability management for publicly-owned ferry systems, including with double-ended vehicle ferries in Washington State (Pierce County). Also demonstrates experience working with FTA and FHWA funding.

Customer: HMS Ferries, Inc.


3.6.3. Alidade MER

3.6.3.1. 175’ WLM & 225’ WLB for Buoy Handling Systems & Integrated Electronic System Grooming & Maintenance Services Alidade MER, along with subcontractor BMT Designers & Planners, provides the USCG planning, analysis, design, evaluation, testing, and quality assurance in support of the WLM and WLB class cutters. The Program Manager (BMT’s Gene Thelin) lead the ~$800K development and implementation of the 175’ and 225’ Integrated System Review (ISR) groom procedure and condition based MPC procedures designed to evaluate and optimize the performance and health of these critical systems aboard the WLM Coastal Buoy Tender and WLB Seagoing Buoy Tender fleet. During the initial groom visits, the team worked with an integrated team of contractors, original equipment manufacturers, Coast Guard civilians, and uniformed personnel to refine the

WSF will benefit from the experience HMS offers based on its management of similar (though smaller) public ferry systems, including compliance with FTA and FHWA grant

requirements.

BMT and Alidade’s experience developing and implementing maintenance procedures, starting with a trial before rolling out to the fleet, will benefit similar efforts to improve WSF’s operations.




groom process before delivering and executing the procedures fleet wide. The Team has successfully performed more than 18 WLM ISR’s and 1 WLM ISCS+ assessments and 20 WLB ISR and 3 WLB ISCS+ assessments over an 11-year period.

Relevance: Demonstrates Alidade’s prior experience working with BMT to conduct an extensive asset management and marine maintenance and reliability program for a publicly owned fleet with multiple vessel classes.

Customer: U.S. Coast Guard, Surface Forces Logistics Center, IBCT Product Line


4. Qualifications of the Project Manager

4.1. Project Manager Profile Ralph Duncan, PE is a retired U.S. Navy Engineering Duty Officer with more than forty years of maritime experience. His broad-based experience provides a unique blend of deckplate engineering, ship handling, ferry transportation planning, construction management, marine engineering, and marine project management experience as well as formal graduate training in design of ship systems. He has held positions as assistant shipyard repair officer, special consultant to shipyard production officer, ship’s chief engineer, ship’s operations officer, ship superintendent, marine design engineer, ship inspector for the Department of Energy, marine salvage engineer, and oil spill control officer. He has been a qualified Deck Officer and has piloted vessels from fourteen to four hundred feet in length throughout the Pacific Ocean and Puget Sound.

Mr. Duncan also brings a strong knowledge of WSF vessels and organization. His work with WSF has included:

• Assisting the WSF Ferry Director with investigations and briefings to the State Transportation Commission concerning vessel wake impacts to properties on Rich Passage in Kitsap County

• Waterfront Liaison Engineer for the major overhaul of the M/V ELWHA

• Preparation of the mechanical specifications for the acquisition of the WSF Jumbo Mk II Class ferries

• Contract Manager for multiple on-call agreements with Washington State Ferries while employed with Art Anderson Associates in Bremerton

Mr. Duncan has been trained in the DOD Cost Schedule and Control System used to schedule, track and evaluate multi-million-dollar ship overhauls. As a consultant following his Navy career, he has been able to apply this knowledge directly in assisting industrial and federal clients, including:

• Special consultant to the Production Officer at a naval shipyard, assisting the shipyard in meeting its established cost and schedule goals for the overhaul of a nuclear submarine. Advised estimators during per-overhaul planning, established budget and schedule goals, monitored actual progress and conducted variance analyses for any cost and schedule overruns.

Mr. Duncan is a long-time resident of Puget Sound, familiar with WSF not only through his management of projects, but as a regular WSF ferry passenger




• Special consultant to a nuclear power station in planning shutdown work and co-authored work flow manual which provided guidance for the scheduling and execution of work to be performed during the plant shutdown period.

• Developing a simple, effective and usable cost and schedule planning and tracking tool using Microsoft Excel. This tool was used for planning and monitoring of various large and small marine engineering tasks.

Mr. Duncan’s combination of experience across a broad range of marine engineering disciplines, his experience overseeing on-call contracts for WSF and other customers, his local presence in Puget Sound, and his comfort level leading presentations and discussions with senior level professionals make him well suited to lead this program.

4.2. Relevant Project Experience The following examples demonstrate Mr. Duncan’s Project Management experience.

4.2.1. U.S. Navy Overhaul Program Management Directly responsible for managing and scheduling all overhaul work assigned to ship’s force and integrating the work into the shipyard’s schedule. As ship’s Chief Engineer, was responsible for developing work control procedures.

Project Dates: 1979

Customer: U.S. Navy

4.2.2. Kitsap Transit Ferry ADMIRAL PETE Mid-Body Extension Led engineering services for the extension of Kitsap Transit’s existing small passenger ferry ADMIRAL PETE from 49 to 64 feet under an FTA-funded contract. Responsibilities included project and contract management and negotiation, design team supervision, design coordination with the boatyard, and construction support services. Played a crucial role in helping the boat builder understand the public contracting process, and in particular, adhering to the contract requirements associated with the FTA grant that funded the project.

Project Dates: 2012

Customer: Kitsap Transit

4.2.3. AMHS Ferry TUSTUMENA Refurbishment Contract Manager for engineering contract with AMHS to develop the Plans, Specifications and Estimate (PS&E) packages for the state-funded overhaul of the M/V TUSTUMENA. This included upgrades and renovations to structure, equipment, systems and spaces on the vessel. Coordinated work across disciplines within the engineering team. In conjunction with task managers, identified resources, developed task scoping, and cost and schedule planning and tracking.

Project Dates: 2011 – 2013

Customer: Alaska Marine Highway System

4.3. Familiarity with Relevant Regulations and/or Procedures Mr. Duncan has managed many projects varying from more than $40M to less than $100K in value. Nearly all were funded with either federal, state, or local government funds and involved significant government oversight, monitoring, and reporting requirements. These agencies include not only WSDOT, but Naval Sea System




Command, Naval Facilities Engineering Command, Federal Transit Administration, Kitsap Transit, and others.

4.4. Ability to Manage Schedule, Scope, Budget, and Changes The following three examples demonstrate Mr. Duncan’s ability to manage project schedule, scope of work/scope creep, budget issues, and changes that arise throughout the life of the project:

4.4.1. U.S. Navy Nuclear Submarine Overhaul Planned and executed a one-and-a-half-year project which included a one-year major overhaul of a Navy nuclear powered submarine. This project began with teaching estimators and shop foremen in a formal setting the principles of estimating and work control. Completed estimates for all the planned work and prepared work scopes for shops to execute. Established budget and schedule goals for the complete overhaul. Once the ship arrived and work commenced, assisted in monitoring progress and cost of work, conducted variance analyses, and identified where deckplate work could be improved or performed less expensively. This overhaul was completed ahead of schedule and on budget.

4.4.2. U.S. Navy Medium Speed Lighter Federally funded project for the design of an innovative medium speed lighter for the U.S. Navy. As a consultant to the Navy, led the design team through this one-year $1M fixed price project. Prepared complete visual work flow plan and schedule during the planning stage. Worked closely with engineers during the project to ensure all work stayed focused on the intended outcome and closely monitored scope to prevent budget overruns due to scope creep. As required by the customer, monthly reports were submitted describing progress and expenditures using Earned Value management practices.

4.4.3. NOAA On-Call Contract for Naval Architecture/Marine Engineering Services Project Manager for a multiyear, task order-based, on-call engineering contract for the NOAA maritime center, similar to that used by WSF. Assisted task managers in scheduling, work scope definition, task estimating and resolving increased scope requests from the client. Tasking over the duration of the contract included:

• A comprehensive business case analysis examining the costs and benefits of equipping “green” technology aboard NOAA vessels, which included a review of environmental/regulatory requirements; investigation of new technologies like alternative fuels and fluids, ballast water management systems and hull coatings; determination of carbon footprint; and final conclusions and recommendations

• Analysis of the cause of recurrent cracking problems at the base of the A-Frame on the NOAA Ship OSCAR DYSON

• Mission upgrades to NOAA Ship DAVID STARR JORDAN, including hydraulic system redesign, laboratory arrangement modifications, and galley fire protection modifications

• Engineering and design of new A-frame over the ship’s stern for ROV handling

4.5. Professional Licenses, Accreditations, and Certifications

• MS, Mechanical Engineering, Naval Postgraduate School

• BS, Mechanical Engineering, University of New Mexico

• Professional Degree of Mechanical Engineer, Naval Postgraduate School




• Professional Graduate Study, Stanford University Graduate School of Business

• Registered Professional Engineer in Washington, Oregon, and California

5. Key Team Member Qualifications The BMT Team offers an exceptionally-qualified set of experienced and skilled professionals addressing the complete range of expertise required by WSF. Table 7 summarizes each key team member’s qualifications in the areas cited in the RFQ, including those identified in the scoring criteria and the project description. It is notable that many our key team members have experience in all identified areas.

Table 7: Key Team Member Qualifications Summary

Key Team Member

Duncan

Fra

nk

Thelin

Spro

use

Marin

o

Ald

ers

on

Oard

Kocevar

Schw

ab

Inget

Moriart

y

Relevant Area

Asset Management ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

Reliability Engineering ✓ ✓ ✓ ✓ ✓ ✓

Maritime Maintenance ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

Logistics and Inventory Management ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

Computerized Maintenance Mgt. Sys. ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

Maintenance Procedure Development ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

Vessel Maint. Contract Development ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

Root Cause Failure Analysis ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

Vessel Spare Parts Inventory Mgt. ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

Config. and Obsolescence Mgt. ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

Business Process Development ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

Bus. Case Cost-Benefit Analysis ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

For each key team member, we provide the requested information on their project role, prior project experience, relevant licenses, relevant experience/accomplishments, and understanding of relevant regulations/procedures.

5.1. Dan Frank Assistant Project Manager

5.1.1. Prior Project Experience

5.1.1.1. Program Management Support for HMS Ferries Technical Director leading a wide variety of technical services for fifteen vessels managed by HMS Ferries. Providing shoreside support engineering management strategies and implementation. Efforts include identifying, prioritizing and planning work for future shipyard availabilities; preparation of shipyard repair specifications and port engineering assistance during shipyard periods; root cause failure analysis and support; configuration and obsolescence management support; and the identification and implementation of a computer-based maintenance planning and tracking system to improve asset management and inventory management.

Project Dates: 10/2012 – Present (Mr. Frank joined in 2014)

5.1.2. Professional Licenses/Accreditations/Certifications

• MS, Engineering Management, University of New Orleans




• MS, Naval Architecture & Marine Engineering, University of New Orleans

• BS, Naval Architecture & Marine Engineering, U.S. Coast Guard Academy

5.1.3. Experience/Accomplishments in Key Areas Mr. Frank’s extensive maritime engineering experience is rooted in a U.S. Coast Guard operational engineering background. He has served in various shipboard engineering positions including Chief Engineer, and has provided extensive command and program-level shoreside support. Mr. Frank has extensive operational maritime maintenance experience both as a shipboard engineer responsible for the safe maintenance and operation of all HM&E and Electronics systems, and in shore-based maintenance augmentation, leading teams in the planning, budgeting, and execution of mid-level maintenance items. He has since transitioned into the private sector where his program leadership and technical skills are leveraged in a wide variety of projects. As Technical Director for HMS Consulting, he significantly improved vessel asset management by conducting rigorous market research to select and implement a computerized maritime maintenance management system to track vessel maintenance and inventory management. As the Branch Chief for all USCG icebreakers ranging from 400’ heavy polar icebreakers to 65’ icebreaking harbor tugs, Mr. Frank identified fleet-wide reliability engineering improvements to reduce maintenance costs and increase asset availability. He also served on the logistics and inventory management team that used a comprehensive computerized maintenance management system to track vessel spare part utilization, repair part delivery metrics, and to provide predictive analysis for future repair part usage rates. He has developed detailed procedures for comprehensive dock and sea trials for new construction management, and to support rigorously controlled shipboard procedures through the development of integrated safety management systems.

Mr. Frank has conducted several root cause failure analyses, including premature propulsion gas turbine failure, and led teams to perform RCFA on diesel engine upgrade package premature failures and the failure of the main paddlewheel shaft aboard AMERICAN QUEEN. He implemented a computerized maintenance management system including an inventory control module that will link inventory use to maintenance events. While serving in the U.S. Coast Guard, Mr. Frank demonstrated asset management experience in leading an evaluation team that evaluated the configuration of heavy icebreakers for obsolescence management, and recommended a predicted service life expectancy for the complex propulsion plant. He has implemented many business process improvements, including pioneering the extensive realignment of vessel support activities throughout the U.S. Coast Guard as the prototype organization. As Technical Director for HMS, Mr. Frank implemented business process improvements for detailed maintenance planning and budgeting for shipyard repair periods. He has extensive experience with business case cost-benefit analyses, including an in-depth analysis of propulsion engines in the USCG fleet of 47’ MLB with notable engine failure rates. Mr. Frank is experienced in working under federal contracting regulations and procedures, including FTA and FHWA programs, and commercial best practices/procedures.

5.2. Eugene Thelin Task Lead





5.2.1.1. 175’ WLM & 225’ WLB for Buoy Handling Systems & Integrated Electronic System Grooming & Maintenance Services Program Manager working with Prime Contractor Alidade MER, responsible for leading development and implementation of the 175’ and 225’ Integrated System Review (ISR) groom procedure and condition-based MPC procedures designed to evaluate and optimize the performance and health of these critical systems. Worked with an integrated team of contractors, original equipment manufacturers, USCG civilians, and uniformed personnel to refine the groom process before delivering and executing the procedures fleet-wide. Successfully performed over 18 WLM ISR’s and 1 WLM ISCS+ assessments and 20 WLB ISR and 3 WLB ISCS+ assessments over the past 11 years (Mr. Thelin has lead the same team on other contracts prior to the current contract).

Project Dates: 3/2014 – 3/2016

5.2.1.2. USCG National Security Cutter Structural Enhancement Total Ship Test Program Manager working on site at Vigor in Seattle to lead testing as part of this $70M structural enhancement of two USCG National Security Cutters (BERTHOLF and WAESCHE). The work involves replacement of core structural members of the vessel and extensive testing to ensure proper installation during the two successive 11-month availabilities.

Project Dates: 2/2016 – Present


• BS, Business Management, University of Phoenix

• AAS, Electronic Engineering Technology, Thomas Nelson Community College

• Certified, Certification in Enterprise Architect, California State University

• Certificate, Contracting Officers Representative Course, Management Concepts

5.2.3. Experience/Accomplishments in Key Areas Mr. Thelin brings more than 30 years of experience, successfully transitioning from traditional HM&E positions into the C4 arena, as well as from technician/subject matter expert to a Program Manager role. He has successfully managed complex programs as the Program Manager for the Electronic Charting and Integrated Navigation Systems project team and as the Lead Engineer during the construction of the USCG Coastal and Seagoing Project. In the latter, he demonstrated his logistics and inventory management experience as the subject matter expert for the Integrated Logistics Support and Management Team.

His reliability engineering and maritime maintenance experience is demonstrated through his many years working with BMT Team partner Alidade MER on the 175’ WLM and 225’ WLB team. He has more than a decade of experience in this program, performing engineering assessments, grooms and testing to electrical, electronic and hydraulic systems in support of the Condition Based Maintenance and Reliability Centered Maintenance Program.

Mr. Thelin has demonstrated computerized maintenance management systems experience in his role guiding the development of Enterprise Architecture for Integrated Coast Guard Systems Deepwater Program. He performed requirements analysis and development for USCG C4I Deepwater Program Office and USCG Center of




Excellence, being directly involved in the management and onboard technical development of engineering system production, commissioning, testing, assessments and shipboard design drawing for electronic, electrical and hydraulic systems used in establishing the system life cycle management, condition based maintenance, analysis, and quality assurance for integrated systems aboard the Coastal and Seagoing buoy tender fleet. Mr. Thelin is experienced in working under federal contracting regulations and procedures and commercial best practices/procedures.

5.3. Dennis Sprouse, NACE II Task Lead


5.3.1.1. U.S. Coast Guard Surface Forces Logistics Center Program Support Assistant to the Project Manager for the Port Engineer (PE), Availability Project Manager (APM), and Corrosion Prevention and Control (CPAC) Program Courses for the USCG SFLC. Primary instructor for PE and APM courses in all areas of instruction. Supported development of the course performance objectives, course outline and curriculum including instructor and student guides, PowerPoint presentations, and all necessary training aids providing comprehensive courses of instruction.

Availability Project Manager for SFLC Small Boat Product Line. Provided technical support to Port Engineers and unit Engineering Petty Officers during maintenance availabilities. Guided newly assigned Availability Project Managers on the administrative processes of conducting and managing drydock/dockside availabilities and other planned maintenance evolutions.


5.3.1.2. USCGC EAGLE Propulsion System Replacement Maintenance analyst for repower of the historic USCG cutter EAGLE, replacing the legacy system with a new MTU engine, ZF gear, shaft, propeller, PCMS, and related systems. Providing technical support and insight regarding repair schedule management, parts logistics and inventory management, and machinery installation.



• BA, Business Administration, Strayer University

• Advanced Instructor, United States Coast Guard

• NACE Coating Inspector Level 1 - Certified

• NACE Coating Inspector Level 2 – Certified

• Certified Asbestos Inspector, Green Education Services

5.3.3. Experience/Accomplishments in Key Areas Mr. Sprouse brings nearly 40 years of experience in shipboard maintenance planning and execution, and more than 10 years of experience in curriculum development and instruction. His role supporting parts ordering, shipping, and inventory management on the USCGC EAGLE repowering is a current example of his logistics and inventory management experience. His expertise in maritime maintenance is strongly demonstrated by his support developing the curriculum for, and leading instruction of USCG PE, APM, and CPAC courses.




Prior to his role with BMT, he was the Type Desk Manager for the USCG SFLC Maintenance and Logistics Command in Norfolk, a role that demonstrates experience in all areas. Mr. Sprouse was the 110’ WPB Logistics Manager assisting vessels with casualty reporting, drydock and dockside availabilities, and technical support during short- and long-term maintenance periods. As the 110’ WPB Patrol Boat Asset Manager, he supported 41 boats and corrected more than 300 mission-degrading casualties. Work included use of SFLC IT systems, including FLS, ALMIS and CWD. He skillfully led availability planning teams in the development and execution of 17 depot-level ship repair contracts totaling more than $16M. Mr. Sprouse recognized significant logistical support gaps that plagued five San Juan based 100’ WPBs. He identified, procured, and forward staged over $1.3M dollars in essential repair parts and established $800K ship repair requirements contract to support cutters. He also diagnosed and resolved main engine failures on four cutters, quickly returning each to full mission status, saving nearly $2M in unnecessary engine replacement costs. In this role, Mr. Sprouse was rated an exceptional officer and received the Coast Guard Commendation Medal for performance and Coast Guard Team Ribbon.

In a prior role as Chief Warrant Officer Specialty Force Manager at USCG HQ, Mr. Sprouse demonstrated exceptional experience in logistics and inventory management, maritime maintenance, and computerized maintenance management systems by overseeing five CWO specialties encompassing more than 700 personnel, including Finance and Supply, Information Systems, and Material Maintenance and Engineering. He identified competencies, skill sets, and training requirements to meet program requirements. Experienced in the start-up and management of new operations and organizations. Mr. Sprouse was also responsible for mapping more than 1,500 Coast Guard-wide billets in support of concise “as-is” workforce state.

5.4. Charles Marino, NACE II Task Lead


5.4.1.1. U.S. Coast Guard Surface Forces Logistics Center Program Support Project Manager, lead developer, and primary instructor of the Port Engineer (PE), Availability Project Manager (APM), and Corrosion Prevention and Control (CPAC) Program Courses for the USCG SFLC. Led a team of subject matter experts in the development of the course performance objectives, course outline and curriculum including instructor and student guides, PowerPoint presentations, and all necessary training aids providing comprehensive courses of instruction. Facilitated and provided instruction of the first Coast Guard PE Course at the CG Yard in 2011 and the first APM and CPAC course in 2014, all with great success. Instructed/facilitated a total of sixteen PE (296 Students), five APM (69 Students), and eight CPAC (137 Students) classes. Provided detailed summarization and feedback after each class making suggestions to the COR for improvement of each course (PE, APM, CPAC). Provided detailed monthly reports, status of edits to course material and detailed minutes to all meetings held. Participated in PDM and Working Group meetings as requested where participation was vital in making needed changes to course material for continued success.





5.4.1.2. Whole Ship Corrosion Survey for Cape May Ferry NEW JERSEY Project Manager and lead inspector for assessment of corrosion/pitting issues on the 320-foot double-ended vehicle/passenger ferry NEW JERSEY. Conducted an on-site inspection of corrosion issues and prepared a detailed report. Reviewed detailed records of prior testing and inspection, drawings, and maintenance records. Took hull potential readings at 24 locations on the NEW JERSEY. Interviewed personnel to understand current maintenance practices and conditions. Took hull potential readings at four locations on the sister ship CAPE HENLOPEN and on each of the three Cape May slips. Documented corrosion issues with photos and comments. Provided findings and recommendations to address issues.



• Advanced Instructor, United States Coast Guard



• NACE Shipboard Corrosion Assessment Training (S-CAT) Technician

• NACE Coating Inspector Level 2 - Certified with Marine Coatings Specialty

• EPA Lead and Asbestos Inspector, EI Group Inc.

5.4.3. Experience/Accomplishments in Key Areas As the lead instructor and primary developer of the PE, APM, and CPAC courses for the USCG SFLC, Mr. Marino has demonstrated a high level of accomplishment in key areas. The courses are designed to improve asset management within the USCG, and apply numerous best practices in reliability engineering and maritime maintenance to develop high-performing professionals. Mr. Marino’s integration of USCG IT systems into the curriculum demonstrates his familiarity and experience working with computerized maintenance management systems.

Mr. Marino also leads BMT’s commercial maintenance training practice, having led similar Port Engineer courses for personnel with Alaska Marine Lines, the Jamestown-Scotland Ferry (double-ended vehicle ferry), and other commercial operators. Applying similar content to the PE, APM and CPAC courses, this demonstrates Mr. Marino’s expertise in all areas for the commercial sector.

As the former Program Depot Maintenance Branch Chief for the USCG SFLC in Norfolk (2006-2010), Mr. Marino provided centralized oversight and management for all depot maintenance activities including scheduled and emergent dockside and dry-dock availabilities; propulsion, electrical generation and auxiliary machinery overhauls/replacement, and depot level preventive maintenance. With 31 vessels under his purview, the scale of effort is similar to that of the Eagle Harbor Maintenance Facility. Asset management efforts included scheduling and executing of availabilities to best utilize resources. His authorship and approval of overhaul specifications, statements of work, and maintenance packages for commercial bid demonstrate skill in reliability engineering and maritime maintenance. Effective management of $25M budget and coordination of in-house capabilities and commercial contractors demonstrates skill in logistics and inventory management. Utilization of Fleet Logistics System (FLS), Contract Workbook Database (CWD) and Aviation Logistics Management Information System (ALMIS) demonstrates experience with




computerized maintenance management systems. Mr. Marino is experienced in working under federal contracting regulations and procedures and commercial best practices/procedures.

5.5. Keith Alderson Task Lead


5.5.1.1. Root Cause Failure Analysis of USCGC KEY LARGO Technical lead for conducting root cause failure analysis to address significant shipboard vibration issues. Determined vibration was due to hull resonance caused by misalignment of gearbox and engine interface. Utilized advanced techniques such as fast Fourier transformation and phase analysis to isolate the issue. Drafted report with results and recommendations.


5.5.1.2. National Security Cutter SSDG Vibration Monitoring System Analysis Technical lead to investigate vibration issues later determined to be the result of design defects in that the alternator was not properly fit for the power and speed of the prime mover (high-speed diesel engine). Installed handheld condition monitoring data gathering devices on four National Security Cutter vessels, and trained crew in their operation, which involved taking periodic readings and using software analysis to trend and detect change over time. Took baseline readings and prepared installation and one-month reports.



• Certified Advanced Vibration Analyst

• Certified Refrigeration Handler

• UK Royal Navy Marine Engineering Apprenticeship

5.5.3. Experience/Accomplishments in Key Areas As Engineering Manager at the UK Royal Navy’s Portsmouth Vibration and Condition Analysis Unit, Mr. Alderson was the head of the CBM section and spearheaded efforts to transition the fleet towards a CBM philosophy and leading development and introduction of a fleet-wide condition monitoring program. He integrated and networked data capture devices to capture and log condition-based technical data, first for trial vessels, then later implemented on all Royal Navy ships and submarines. He analyzed data to differentiate between human-caused errors and design defects. Mr. Alderson’s expertise in reliability engineering and maritime maintenance was demonstrated through extensive waterfront support to Royal Navy ships in all aspects of CBM techniques. His creation and maintenance of the CBM database system helped to identify cross-platform trends and provided instant visibility of asset health within the fleet, demonstrating his skill in asset management and the use of computerized maintenance management systems.

As the RCM Project Manager at Vosper Thornycroft, Mr. Alderson led a team of seven in the production of bespoke maintenance strategies employing RCM techniques, demonstrating knowledge in maritime maintenance. In this role, he produced technical response plans and reliability models utilizing life cycle costing and FMECA to support




and influence ship design, validating experience in reliability engineering, asset management, and logistics and inventory management.

His current roles as System Safety Manager supporting Austal USA for the Joint High Speed Vessel (JHSV) and Littoral Combat Ship (LCS) has involved the development and delivery of all system safety artifacts in accordance with MIL STD 882, supporting asset management by identifying hazards and assessing and mitigating associated risks. Mr. Alderson is experienced in working under federal contracting regulations and procedures and commercial best practices/procedures.

5.6. Martin Oard, PMI-SP Task Lead


5.6.1.1. USCG Cutter Boat, Over the Horizon Rotable Pool Program Manager for USCG Cutter Boat, Over the Horizon (CB-OTH) Rotable Pool, managing complete range of logistics, transportation, testing, inspection, maintenance, repair, modification, and delivery of dozens of CB-OTH craft. Developed and implemented all business processes and systems needed to successfully execute the program. Retained this role from the original contract pilot program through transition to a small business contract led by a shipyard. His leadership resulted in reduction of maintenance cost by more than 40%, increased availability, and reduction in casualties.


5.6.1.2. USCG National Security Cutter Maintenance Scheduling Analysis Project Manager and Lead Author for this task to conduct an analysis that evaluates whether required preventive and corrective maintenance can be accomplished for specified availability periods for the USCG WMSL (National Security Cutter) class, given transition to an increased operational tempo of 230 days/year of deployment from 185. Mr. Oard created a maintenance scheduling model, identified critical path series dependencies, and conducted simulation runs. Certain critical path items were identified as having a high schedule impact (propulsion shafting, underwater body, and CPP system maintenance and repair). Mr. Oard concluded that the increased tempo did not warrant significant change in maintenance philosophy, so long as certain measures were taken to mitigate those critical path items. Some of these measures included doubling shifts, breaking up tasking to shorten lengths, and moving certain tasks to a drydock availability.

Project Dates: 9/2014 – 12/2015


• MBA, Business Administration, University of Maryland University College

• MS, Naval Architecture and Marine Engineering, University of Michigan

• MS, Mechanical Engineering, University of Michigan

• BS, Naval Architecture and Marine Engineering, US Coast Guard Academy

• Scheduling Professional (PMI-SP), Project Management Institute

5.6.3. Experience/Accomplishments in Key Areas Mr. Oard is Chief of BMT’s Integrated Logistics and Reliability Centered Maintenance group, leading BMT personnel conducting integrated logistics, maintenance, inspection, controls, and related technical and management services. He is the Principal lead for




planning, management, and execution of product support services both in stand-alone contracts and as scope within a larger vessel acquisition program. His development of all business processes and systems for the successful CB-OTH Rotable pool program is a very strong example of his experience and capabilities in all key areas.

Mr. Oard is also the former Chief of Engineering and Business Manager for the USCG Yard (CGY), where he was responsible for an Engineering Branch with 26 personnel, recapitalization of aging ship repair equipment, implementation of modern management practices (Lean, Six Sigma & Theory of Constraints), and Industrial Department overhead budget (creation, monitoring and adherence). As Executive Officer and Commanding Officer of Enlisted Personnel for CGY, he was responsible for providing the Yard Commanding Officer with strategic advice on major changes to organizational goals and culture for command with over 700 employees and revenues of $70M per year. The scope of his responsibilities was very similar, though perhaps different in scale, to WSF’s vessel repair and maintenance program and facility at Eagle Harbor, validating his relevant experience in all key areas.

Additional relevant experience includes his role as Section Chief, Large Vessel Support for USCG Maintenance & Logistics Command, Atlantic. In managing a $20M budget, Mr. Oard was responsible for optimizing the time the Coast Guard’s high and medium endurance cutters were available for operations. He initiated a systematic program to analyze the costs of continuing to maintain existing systems and components on medium and high endurance cutter classes. Standards were set for system maintenance costs, safety and legal issues and impact on operations, which determined the need for system replacement. He also implemented cross-cutter comparisons of similar systems which facilitated the installation of proven and less costly systems from one vessel class to another. Addressing all key areas, this experience will pay dividends for WSF in addressing similar cost and logistics challenges across its fleet of ferries. Mr. Oard is experienced in working under federal contracting regulations and procedures and commercial best practices/procedures.

5.7. Henry Kocevar, CMRP Subject Matter Expert


5.7.1.1. 175’ WLM & 225’ WLB for Buoy Handling Systems & Integrated Electronic System Grooming & Maintenance Services Technical Supervisor working with Prime Contractor Alidade MER for deployment of buoy handling and integrated electronic systems for the 175’ WLM and 225’ WLB class of USCG cutters. Responsible for the technical aspects of task order completion, including serving as the point of contact while conducting grooms, and managing field personnel. Worked with BMT’s Gene Thelin to develop and implement an integrated ships control Material Condition Assessment and Groom procedure designed to evaluate and optimize the performance of these critical systems.


5.7.1.2. 110’ WPB Asset Management Support Provided asset management staff support for U.S. Coast Guard 110’ patrol boats. Reviewed engineering change requests from the fleet, performed technical and net present value analysis, and assisted in developing engineering changes. Provided




logistics analysis support to improve emergency repair response. Provided change management guidance to the Patrol Boat Product Line in transitioning to the new Coast Guard business model and work processes. Supported the Product Line Manager by providing technical research and CMMS data analysis to achieve effective budget utilization and development of relevant engineering changes.

Project Dates: 12/2009 – 6/2011


• BS, Occupational Technology (Industrial Emphasis), Old Dominion University

• AAS, Mechanical Engineering Technology, Thomas Nelson Community College

• Certified Maintenance and Reliability Professional

• NAVSEA Level II Certified RCM Analyst

• Various Welding and Weld Inspector courses at Tidewater Community College

• Completed training for a wide range of system equipment, including hydraulics, diesel engines, HVAC, boilers, and integrated control and monitoring systems

5.7.3. Experience/Accomplishments in Key Areas Mr. Kocevar offers more than 30 years of experience in maintenance and reliability programs, from the technician to the management level. His focus is preventing asset failures through a comprehensive corporate reliability program, offering customers recommendations for improving asset reliability and maintenance management practices. He has recently demonstrated asset management, reliability engineering, and computerized maintenance management systems through maintenance and reliability improvement programs and RCM facilitation for petro-chemical, chemical, mining, marine, and other heavy industries.

He has assisted in implementing recommendations and provided expert facilitation, design, and coaching to implement computerized maintenance management system work processes for an oil pipeline customer. Mr. Kocevar conducted a maintenance organization effectiveness analysis for the USCG Naval Engineering division in Boston, identifying improvements and efficiencies in all key areas.

In a prior role with CDI Marine, Mr. Kocevar supported asset management for the USCG 110’ WPB, reviewing engineering change requests from the fleet, performing technical and net present value analysis, and assisting in developing engineering changes. He supported the Product Line Manager by providing technical research and computerized maintenance management system analysis to achieve effective budget utilization. His change management guidance to the Product Line supported transition to the new USCG business model and work processes related to maritime maintenance and reliability engineering. As WSF is in the midst of significant organizational change, and still adjusting to recent changes, Mr. Kocevar’s wise experience will be an asset. Mr. Kocevar is experienced in working under federal contracting regulations and procedures and commercial best practices/procedures.

5.8. Karlheinz Schwab Subject Matter Expert





5.8.1.1. Maintenance Procedure Development Support Worked with Vigor Fab in Portland, OR to develop documentation of vessel class-specific QA and testing procedures, including maintenance steps, safety precautions, tools, and parts.

Project Dates: 2013

5.8.1.2. Private Customer Asset Maintenance Program Development Contracted to develop an asset maintenance program for a wealthy Turkish individual. Assets, fixed and rolling, were worth more than $25M, and located in various parts of the world. Centralized the control of maintenance, improved expenditure tracking, and established realistic budgets. Implemented a custom computerized maintenance system to improve asset reliability, track failures, and reduce unpredicted breakdowns. Established and implemented maintenance procedure with development support. Arranged periodic maintenance program reviews with vehicles for improvement.

Project Dates: 1999 – 2001


• Former USCG Licensed Master, Undocumented Passenger Vessels

• Former USCG Licensed Marine Engineer, Unlimited Horsepower

• AAS, Engineering Graphics, Lake Washington Technical College

5.8.3. Experience/Accomplishments in Key Areas Mr. Schwab has more than thirty years of experience as a Marine Business Owner, Project Manager, Owners Representative, Design Build Manager and Logistics Coordinator. A hands-on engineer, he has worked as a U.S. Coast Guard Licensed Captain and Chief Engineer on several vessels up to 500 tons, monitoring, maintaining, and repairing all shipboard systems, including management of all warranty issues and O&M Manuals.

A highlight of his asset management, marine maintenance, and computerized maintenance management system experience is in his successful implementation of a maintenance program for a Turkish shipping tycoon. Mr. Schwab implemented a custom CMMS to improve asset reliability, track failures, and reduce unpredicted breakdowns. He established and implemented maintenance procedures with development support and arranged periodic maintenance program reviews.

As Director of Maintenance for Oceangate LLC, Mr. Schwab led asset management and reliability engineering, CSARB compliance, and crew training. He developed standard operating procedures, and conducted global and domestic missions involving asset relocation, logistical support and HR accommodations. His logistics and inventory management experience involved establishing the spare parts inventory, including mission critical spares for all assets (vehicles, submarines, launch platforms, boats and ROVs). Using computer based inventory tracking with minimum quantity on hand reordering guidelines facilitated the program immensely. Mr. Schwab developed a monthly call sheet verifying lead times from suppliers for lead times on critical consumables. Mr. Schwab is experienced in working under federal contracting regulations and procedures, including FTA and FHWA programs, and commercial best practices/procedures.




5.9. Ron Inget Subject Matter Expert


5.9.1.1. Golden Gate Ferries PCMS Troubleshooting and Resolution Project Manager and on-site technical representative to support resolution of an urgent problem with engine controls on the MV SAN FRANCISCO that resulted in stalling of the main engines during routine operations. Conducted a series of dockside and sea trials to recreate the problem, which was later determined to be a problematic propulsion control algorithm within newly-installed controls. Reviewed relevant documentation and engaged operators to gather information. Drafted initial report with conclusions and recommendations for resolution, which included development of a revised control algorithm. Participated in a follow-up planning meeting to develop and agree to a test plan. Drafted test plan to pinpoint propulsion control issues. On site, conducted the tests, which included shaft speed declutching utilizing multiple algorithms, including the legacy algorithm thought to be the issue, and a revised one. Troubleshooted and resolved “phantom” RPM readings, including identification of unshielded control cables causing electrical noise resulting in the erroneous readings. Troubleshooted and resolved port gear error alarm determined to be a faulty pressure switch. Troubleshooted and resolved intermittent ECU amplifier error alarm. Drafted report providing conclusions and recommendations, which included discussion of maintenance and casualty control procedures that minimize human error.

Project Dates: 9/2016-11/2016

5.9.1.2. USNS SUPPLY (T-AOE 6) Machinery Control System Retrofit Propulsion System Test Coordinator responsible for performing circuit verification and validation of the proper operation and interface for the main propulsion, electrical, cargo control, and auxiliary systems aboard the Military Sealift Command ship USNS SUPPLY. Served in a key role assisting the Prime Contractor to successfully complete the installation of a new machinery control system (MCS) with over 12,000 I/O points. Coordinated and implemented all required test procedures for this $25M upgrade. Troubleshooted and validated proper operation and interface of ship systems with the MCS. Collaborated with ship’s crew, support personnel, and ABS to schedule and conduct required witness testing of gas turbine and auxiliary systems. Developed special tools and test equipment to conduct simulated tests in advance of engine live engine startups. Developed starting, safety shut down and securing procedures for propulsion gas turbine engines and diesel engine generators. Coordinated the implementation of all software and hardware changes to ensure successful completion of the installation and sea trials.



• USCG Licensed Master, 100 Ton, with towing endorsement

• USCG Licensed Chief Engineer, Unlimited/OSV

• Numerous USCG certifications related to engine, electronic, and control systems

5.9.3. Experience/Accomplishments in Key Areas Mr. Inget’s more than thirty years of professional experience include service in the USCG and private industry. His leadership and technical experience includes more than




18 years of shipboard experience as an Engineering Division Leader, Supervisor and Chief Engineer on three WLM 175 Coastal Buoy Tenders, Assistant Chief Engineer on two 110 foot WPB patrol boats, and pre-commissioning of the Coast Guard Cutter HEALY, demonstrating key experience in reliability engineering, maritime maintenance, and logistics and inventory management.

While Master Chief Electrician and Electrical Division Supervisor aboard the USCG Cutter POLAR SEA, Mr. Inget coordinated the completion of all electrical calibration and restoration of the diesel-electric propulsion plant for the ship’s $90M reactivation. He supervised 15 employees, including three shop supervisors in the maintenance and repair of the diesel-electric plant and associated equipment, demonstrating reliability engineering and maritime maintenance experience for a plant of similar configuration to many vessels in the WSF fleet. As the lead Engineering Training Team member, vigilantly instructed crew in the safe operation of the USCG’s most complex propulsion plant, leading to ninety watch qualifications and the engineering department earning a 96 percent score for Basic Engineering Casualty Control Exercises during the 2013 Tailored Ship’s Training Availability.

While Chief Engineer aboard the USCG Cutter HARRY CLAIBORNE, Mr. Inget managed a team of five divisions and ten shipboard engineers. He was responsible for leading maintenance, repair, and training for all shipboard systems, demonstrating reliability engineering and maritime maintenance experience. His computerized maintenance management system experience includes completion and update of the ship’s antiquated Configuration Management system, which documents systems and maintenance procedures. His supervision of a comprehensive commercial drydock contract demonstrates his asset management and logistics and inventory management expertise. Mr. Inget is experienced in working under federal contracting regulations and procedures and commercial best practices/procedures.

5.10. Thomas Moriarty, PE, CMRP Subject Matter Expert


5.10.1.1. Pfizer Pharmaceutical Maintenance Management Consulting Conducted multi-facility assessment and implementation of maintenance management processes across twelve facilities in North America, Europe and the Caribbean for Pfizer Pharmaceutical. Worked closely with the staff at all facilities to identify barriers to accomplishing required maintenance on time and on budget. Assisted the maintenance staff with designing changes to their maintenance staff structure, maintenance program process and maintenance program metrics to facilitate the needed changes and prevent the organization from drifting back into old habits. This led to significant improvements in the timely execution of the required preventative and condition based maintenance, resulting in a significant reduction in unplanned maintenance.

Project Dates: 1/2005 – 10/2006

5.10.1.2. Arkema Chemical Maintenance Program Assessment Conducted a maintenance program assessment for Arkema Chemical, involving design and implementation of new work management processes, new configuration management processes, establishment of configuration hierarchy and criticality, improved lubrication best-practices, improved new store room management processes,




and preventive maintenance optimization. Partnered with company maintenance managers and reliability engineers to embark on a major overhaul of Arkema Chemical’s maintenance and reliability program. The resulting program changes not only lowered Arkema Chemical’s maintenance costs, but greatly increased plant reliability and availability, enabling them to produce more product with the same assets.

Project Dates: 2/2007 – 11/2008


• Master’s in Business Administration, Florida Institute of Technology

• BS, Mechanical Engineering, Western New England College

• Professional Engineer, Florida

• Certified Maintenance and Reliability Professional

• USCG Federal Engineer of the Year, National Society of Professional Engineers

5.10.3. Experience/Accomplishments in Key Areas Mr. Moriarty offers more than 35 years of experience in leadership, maintenance, and reliability, from technician through supervisor to program manager and corporate director/president. He is an expert in managing physical asset management and reliability engineering programs. An expert in RCA, RCM, FMEA/FMECA, and LEAN applications, he developed and copyrighted the Organizational Reliability Model©, Accountability Model© and Productive Leadership© programs.

As President of Alidade MER, Mr. Moriarty has led highly-successful projects with clients such as Gulfstream, Honeywell, USCG, and numerous other companies in the energy, resources, pharmaceutical, and food & beverage industries. Typical results include 15% to 30% improvement in workforce labor effectiveness, 30% to 50% improvements in PM completion, total maintenance cost reductions, effective work planning and scheduling and data-driven decision support through effective computerized maintenance management system utilization.

Mr. Moriarty has more than 20 years of prior service in the USCG. One notable and relevant role for the WSF program is his position as Executive Officer of the USCG Naval Engineering Support Unit in Portsmouth, VA. There, he was direct supervisor for 13 officers with 110 enlisted persons at three sites conducting preventive maritime maintenance, logistics and inventory management, emergency repairs, and ship alteration projects. He initiated a comprehensive condition-based maintenance program that was a model for expansion throughout the USCG. He implemented an innovative work management program that freed 31% of labor, which was reinvested into a comprehensive precision and predictive maintenance program resulting in his award of the USCG Federal Engineer of the Year award. Mr. Moriarty is experienced in working under federal contracting regulations and procedures and commercial best practices/procedures.

6. Firm’s Project Management System The BMT Team will employ an efficient, two-tiered approach to managing work under order type contracts. The first tier involves establishing an overall management framework providing oversight and administrative support. This involves the effort of a Project Manager, supported by a deputy, focused on the management of the On-Call contract. The second tier is focused entirely on the planning, management, and execution of individual task orders. This second tier involves selection of a qualified task




lead and a tailored team to meet task order requirements, and effective management and technical execution to meet objectives. This proven, two-tiered, low-risk management approach allows BMT to maintain management oversight of individual orders, consolidate contract level business management and reporting requirements, and minimize cost to WSF.

The BMT Team recognizes a crucial factor in successfully executing any contract lies within the abilities of its Project Manager. BMT, as prime contractor, has selected Mr. Ralph Duncan, PE as the Project Manager for this contract. A proven leader and manager with advanced degrees in business and marine engineering, Mr. Duncan is a retired U.S. Navy Engineering Duty Officer with more than forty years of maritime experience. He has experience across a broad range of marine engineering disciplines, including managing large and small projects varying from more than $40M to less than $100K. He has also managed on-call contracts for WSF and other customers, and worked as a subcontractor to HMS leading development of overhaul specifications for the Pierce County double-ended vehicle ferry fleet. Mr. Duncan is a local presence in Puget Sound, and is highly skilled at leading presentations and discussions with senior and executive-level professionals, making him well suited to lead this program.

Mr. Duncan shall be responsible and accountable for the administration of the contract and ensure timely and accurate coordination of work items issued in each task order.

Mr. Duncan will be supported by an Assistant Project Manager, Mr. Dan Frank, a retired career USCG officer that brings shipboard chief engineer experience, graduate degrees in Naval Architecture and Marine Engineering, as well as current relevant experience in managing maintenance programs for operating ferry fleets. Mr. Frank will provide key support for contract reporting and management, and will serve as the Project Manager in the event Mr. Duncan is unavailable.

Upon initiation of a task order, Mr. Duncan and Mr. Frank will coordinate to identify and select the Task Lead best suited to lead the task, and work with that individual to assemble the additional key and support personnel necessary for task execution. Task order teams are tailored specifically to the scope of work from the large pool of capable resources accessible to the BMT Team. This approach ensures a high degree of alignment between the task needs and the expertise and availability of individual resources assigned to the task.

As the Project Manager, Mr. Duncan will have ultimate responsibility to WSF, and as such, serves as the WSF Client Advocate. He will be responsible for ensuring that WSF needs and concerns remain a top priority for BMT and subcontractors, and will work closely with Mr. Frank to ensure WSF objectives are attained in a timely and cost effective manner. Mr. Duncan will provide final approval of contract deliverables.

In execution of his responsibilities, Mr. Duncan enjoys the full support of BMT’s management team led by Mr. Kai Skvarla, PE, President, who is dedicated to providing

The BMT Team’s two-tiered Project Management System ensures high alignment between requirements and resources, ensuring efficient and effective execution of the task while minimizing the overall contract management burden.




superior service to our clients and will help ensure that the BMT Team receives all corporate resources necessary to exceed WSF and WSDOT’s expectations.

Also supporting Mr. Duncan in providing effective program management are BMT’s integrated timekeeping, project management, and invoicing processes designed to ensure the efforts of our staff and subcontractors are managed effectively, government reporting requirements are fully supported, and payments to subcontractors are made promptly. Our integrated corporate business processes, mature information management and communication tools, and team-oriented methodologies ensure we are able match the high operational tempo of our most demanding clients and support their success.

BMT has successfully used this two-tier approach to manage similar task-based contracts, including those with much higher contract ceilings, with numerous simultaneous active tasks, including:

• USCG Cutter Boat, Over-the-Horizon Rotable Maintenance Pool

• USN Technical & Analytical Support for NAVSEA LQAO and Affiliated Agencies

• USN Environmental Programs Support for Naval Surface Warfare Center, Carderock Division

6.1. Quality Assurance/Quality Control Processes The BMT Team will apply a structured checklist approach to in-process work product reviews. For this contract, checklists for task management planning, in-process work review, and pre-deliverable submissions will be used.

BMT is ISO 9001:2008-Certified, which forms the basis and sets the company culture of a Quality Management System (QMS). Our QMS model sets the framework for a comprehensive approach to quality products and risk mitigation. A critical aspect of our QMS is ensuring the quality of inputs to our products and services. This ensures outputs of subsequent analysis and conclusions eventually drawn from the outputs are accurate, valid, and defendable.

Our deliverable review and inspection process allows early and continuing review of deliverables. Our iterative reviews provide almost-continuous quality review with team members, task managers, and the Project Manager. All deliverables are formally examined for quality by the Project Manager and by a Technical/QA Manager.

In summary, the planning, estimating, administrative support, management, oversight, and quality process described above provide the BMT Team an effective and efficient means to accomplishing the required services of this contract. In our two-tier approach, the first tier (contract management) establishes an overall management framework which provides oversight and administrative support. The second tier (task management) is focused entirely on the planning, management, and execution of individual technical tasks. This approach allows the team to maintain management oversight of individual tasks and consolidate contract level business management and reporting requirements, while reducing the burden and distraction on task execution.

6.2. Tracking Systems to Monitor Project Budget and/or Scope The project tracking and management element of our management approach is a continuous and iterative activity and is the responsibility of the Project Manager. This element involves providing technical leadership, monitoring execution of work effort for quality and timeliness, shifting resources or priorities as needed to accomplish work




objectives, tracking project expenditures against baseline projections, and coordinating the efforts of the team.

Our agility and flexibility ensure we are able to react to changes and re-plan subsequent work, preventing unnecessary expenditures while providing WSF with the outcomes desired. Our corporate management team will interact with the BMT Project Manager on a daily basis. Project resource and performance reporting is available weekly to all project managers and company leadership, and is formally reviewed monthly by BMT’s corporate leadership. We will maintain cost, schedule and quality and ensure any technical issues are highlighted, communicated to WSF, and resolved in a timely manner.

BMT uses the following tools to track project performance:

• DCAA-audited corporate time-charge system to track hours/cost

• Time phase/budget/project to plan work tasking

• Physical progress system to monitor percent complete

These three tools allow us to effectively monitor and control the management of tasks under this contract.

6.3. Scheduling Program BMT employs Microsoft Project to conduct project/program scheduling. Mr. Duncan has utilized this software on many previous projects, including:

• AMHS Ferry TUSTUMENA Refurbishment

• Kitsap Transit Ferry ADMIRAL PETE Mid-Body Extension

• NOAA On-Call Contract for Naval Architecture/Marine Engineering Services

6.4. Process for Interacting with Internal Project Team Upon award, BMT will follow its proven procedure to activate support resources and prepare to respond to task orders issued by WSF. With the support of our contracts and finance department, Mr. Duncan will establish an overarching project control mechanism to include setting up charge accounts, project tracking files, task order planning and resource request forms, and other items required to open a contract file and ensure all supporting parts of the BMT organization are prepared to support contract execution. Concurrently, BMT will immediately execute subcontracts with our teaming partners, ensuring the BMT Team is prepared to respond before the initial order is received from WSF.

The Project Manager will implement the BMT quality assurance plan to ensure that all parties understand the collaborative and iterative approach to quality assurance that the BMT Team will utilize in the execution of work items.

Upon award, the Project Manager will contact the WSF-designated representative and schedule the kick-off meeting, which will be the final element of the contract initiation stage. This meeting is designed to review the processes to manage work, review reporting requirements, confirm contact information, provide an opportunity to discuss details associated with task order initiation, and any other topic of interest to WSF.

Mr. Duncan will conduct project status meetings regularly to discuss the execution status of each task, identify issues, and execute corrective actions. The BMT Team will function as a single cohesive unit to accomplish the tasks directed by WSF.




The BMT Team will use a project-based collaborative approach for the development of project plans. Our process begins by documenting WSF requirements and identifying the resources required to accomplish objectives, leveraging the prequalified labor categories and resources identified in the contract. Once notified of a request, BMT will notify our subcontractors, assemble a project team that possesses the skills required and develop a task specific work plan, refining the initial staffing mix and material requirements if needed.

Contract requirements of this solicitation shall be “flowed down” to subcontractors performing work. In this manner, we ensure that BMT, and by extension WSF, is provided with the rights and privileges afforded to them by the contract.

6.5. Ability to Provide Interaction with Client and/or Stakeholders Our management approach includes several elements used to provide positive interaction between our team, client, and stakeholders.

First, our two-tiered management structure facilitates frequent and regular contact with WSF personnel at all levels, from management to key operational and maintenance stakeholders. At the contract management level, Mr. Duncan and Mr. Frank are able to engage with WSF Program Managers and other stakeholders regarding overall contract management.

At the task order level, individual Task Leads and SMEs are able to engage with their counterparts in WSF in the execution of tasks, and as with the contract management level, other stakeholders, for example as part of presentations with the public, Ferry Advisory Committees, lawmakers, or Senior WSDOT leadership.

The final element is intended to foster and strengthen communication, and involves establishing a system of formal communication sessions geared to efficiently execute tasking, fulfill reporting requirements, and continually improve delivery of services. These formal sessions include a kickoff meeting with the Project Manager, Task Lead, and client; weekly or biweekly project calls, which can range from a few minutes to an hour to provide status of ongoing work and seek clarifications; delivery of preliminary work products for customer review and feedback; and lessons learned/hot wash meetings at the conclusion of task orders.

PACKET A Criteria 1 – 4 STATE OF WASHINGTON DEPARTMENT OF TRANSPORTATION RFQ WASHINGTON STATE FERRIES VESSEL MAINTENANCE AND PRESERVATION PROGRAM SUPPORT

WSDOT WSF Vessel Maintenance RFP 9 May 2017 Packet A ii File No. P7081

Table of Contents

Criteria 1 Qualifications/Expertise of Firms on Team .......................................... 1

1.1 Listing of Firms and Organizational Chart ................................................................... 1

1.2 Firm Offices .................................................................................................................. 5

1.3 History of Collaboration ................................................................................................ 5

1.4 Availability and Resources ............................................................................................ 6

1.5 Project Experience ......................................................................................................... 6

Criteria 2 Qualifications of Proposed Project Manager ..................................... 11

Criteria 3 Key Team Members Qualifications ..................................................... 13

3.1 Glosten ........................................................................................................................ 13

3.2 TOTE Services ............................................................................................................ 18

3.3 VJS-Transportation Consultant, LLC ......................................................................... 21

Criteria 4 Firm’s Project Management System ................................................... 23

4.1 Quality Assurance / Quality Control ........................................................................... 23

4.2 Schedule and Budget Tracking Systems ..................................................................... 23

4.3 Internal and External Communication Plan ................................................................ 24

WSDOT WSF Vessel Maintenance RFP 9 May 2017 Packet A 1 File No. P7081

Criteria 1 Qualifications/Expertise of Firms on Team

Glosten has had the privilege of working with Washington State Ferries (WSF) since 1978, and are currently in the midst of our eighth WSF naval architecture/marine engineering on-call contract. Our team is excited by the opportunity to support the Vessel Maintenance and Preservation Program, and look forward to continuing our service to WSF.

1.1 Listing of Firms and Organizational Chart

Glosten has assembled a team of experts in ferry vessels, large ship operations, maintenance and management, and MAP 21/FAST Act compliance. This section provides an overview of each firm, and details the expertise that will be brought to bear on the Vessel Maintenance and Preservation Program.

Glosten

Glosten is an employee-owned full-service consulting firm of naval architects, marine engineers, electrical engineers, ocean engineers, and acoustic/vibration engineers. Founded in 1958, the firm’s design experience is in commercial and public sector vessels including passenger/car ferries, research vessels, tugs, barges, and special purpose platforms.

Passenger Vessel Experts. Glosten has over 30 years of continuous experience in the design of large passenger vessels, and in providing a variety of consulting and engineering support functions for existing vessels and fleets. This work includes investigating Root Cause Failure Analysis, developing maintenance and repair specifications, providing cost benefit analyze and life cycle cost studies, and providing business process/case development and vessel asset management consulting.

Our team regularly supports refurbishments projects, fleet condition surveys in support of capital improvement planning, and new vessel acquisition programs. Our vessel design experience includes hull form development, steel and aluminum structure design, mechanical systems design, propeller/propulsion systems, HVAC, and electrical and controls system design. We provide technical advice on available technologies and analysis regarding marine transportation alternatives, their technical feasibility and performance, and associated acquisition, operating, and lifecycle costs.

We offer WSF a staff of 94 associates including 34 professionally licensed engineers, supported by other engineers, marine designers, and production staff. Four members of our staff have USCG operating licenses, and almost half of our staff are professionally licensed within the State of Washington.

TOTE Services

TOTE Services (TOTE) has managed vessels of varying sizes and trade since its establishment in 1975. Throughout the years, TOTE has established successful methods and procedures to ensure the proper maintenance and logistical support of vessels. These methods and procedures have been enhanced over time with the development of new technologies and tools.


Safety, Quality, and Environment. TOTE has held a valid Document of Compliance since 1997. In 2001, TOTE Services was certified to the ISO 9001 Quality Standard. Two years later, ISO 14001 Environmental compliance was achieved. Currently, as a company holding a Safety, Quality and Environmental (SQE) Management Certificate meeting the standards of ISM, ISO 9001 and ISO 14001, TOTE has established processes and procedures that are audited both internally and externally to ensure compliance. From 1997 through present day, TOTE has brought more than 30 vessels under their SQE system and obtained valid Safety Management Certificates for these vessels. Due their extensive experience, TOTE has developed a checklist of critical functions necessary to achieve interim Safety Management Certification.

Management of Purchasing, Inventory, and Logistical Support. Purchasing, inventory control and logistical support is a key aspect of proper maintenance and management of all vessels within TOTE’s fleet. Although solidly established, a pliable approach is needed to meet customer needs, as such the current Government approved Commercial Purchasing System was recently reviewed, updated, and approved in 2016.

Maintenance Management, Purchasing, and Inventory Systems. TOTE has significant experience related to maintenance management, purchasing, and inventory systems, made evident by the timeline below:

In the early 2000s, MARAD required their contracted Ship Managers to utilize ABS Nautical System 5 (NS5) for purchasing and maintenance management. This customer-provided system was integrated into TOTE’s accounting system for invoice payment.

TOTE began managing Military Sealift Command (MSC) vessels in 2011. The use of SHIPCLIP and SAMM is required for inventory and maintenance management (respectively).

The AMOS system was utilized onboard TOTE Maritime Alaska (TMAK formerly TOTEM) and TOTE Maritime Puerto Rico (TMPR formerly Sea Star LLC) vessels since 2004. In 2014, TOTE Services became full vessel managers of TMAK and TMPR vessels with AMOS being utilized.

American Roll-On Roll-Off Carriers (ARC) vessels came under TOTE Services management in 2015. At turnover, the vessels were using the STAR system for purchasing and maintenance management. This system was no longer supported. With that, the customer transitioned to ABS Nautical Systems Enterprise.

2016 brought an upgrade from NS5 to ABS Nautical Systems Enterprise for the MARAD fleet. This seamless transition provided additional tools for maintenance and purchasing.

The reflagging of a newly acquired ARC vessel in 2016 brought another transition of a spares inventory, machinery hierarchy, maintenance management, and purchasing system into NS Enterprise. Close coordination between TOTE, its customer, the vessels, and technical support ensured a successful transition. Our established purchasing processes allowed temporary systems to be set up until the permanent system was fully transitioned.

An upgrade along with an addition of modules is in process for all TOTE Services vessels utilizing NS Enterprise incorporating the SQE module providing an ePlatform for policy and procedure publishing.

TOTE’s on-site staff members with administrative authority in these purchasing, maintenance, and inventory systems allow for a quick turnaround for password set up, troubleshooting, and system updates.


Staffing. Since TOTE’s establishment, they have provided both permanent and temporary staffing for their customers. Their large fleet and broad experience base allows them to network within the industry and pull from a pool of experienced and reputable maritime professionals. TOTE will use their network to fill critical vacancies, as required.

Valerie J. Southern – Transportation Consultant, LLC

Valerie J. Southern – Transportation Consultant, LLC (VJS-TC) is an expert in the planning, management, engineering, and design of public transportation systems. These include ferry, highway, roadway, park and ride, public transportation, rail, freight, pedestrian, bicycle and recreational trail systems.

Federal Funding Compliance. Her team brings expertise in federal MAP 21 and FAST Act program requirements, and criteria for program eligibility and funding, including expertise in FHWA Ferry Boat Program [FAST Act Section 1112 / 23 USC 147] and FTA Passenger Ferry Grant Program [49 USC 5307] regulations.

VJS-TC is registered with the Washington State Office of Minority & Women’s Business Enterprise, and is certified as a Disadvantaged Business Enterprise (DBE) under the Federal Program (certification number D3F0023954).

Organizational Chart

The Organizational Chart for the Glosten team is presented on the following page, showing the lines of communication between WSF and our key personnel. Glosten brings to WSF a team with a deep understanding of passenger ferries, public transportation agencies, and federal funding compliance, balanced with practical hands-on vessel operations experience.

As Project Manager, Ed Garrahy, PE, C/E will be the main point of contact for WSF. He will be directly engaged in the work and keep the project team on schedule and on budget.

As Principal-in-Charge, David (Dave) Larsen, PE will serve as the client and project advocate. He will have responsibility for final QA/QC throughout the project.

WSDOT WSF Vessel Maintenance RFP 9 May 2017

Packet A 4 File No. P7081


1.2 Firm Offices

Office Location No. Employees

Expertise at Location

Glosten 94 (total) Vessel Contract Development, Root Cause Failure Analysis, Configuration & Obsolescence Management, Business Process Development, Cost-Benefit Analysis

Seattle, WA 77 Vessel modifications, vessel systems, contract development, cost analysis, logistics

Billerica, MA 16 Noise and vibration measurement and control (subsidiary Noise Control Engineering, LLC) Mobile, AL 1

TOTE Services 57 (total) Asset Management, Inventory Management, Staffing

Jacksonville, FL 41

Port Engineering, Purchasing, Supply Chain Management, Vessel Management, Fleet Safety, Contract Management, Finance & Accounting, Human Resources, Staffing

Tacoma, WA 5 Port Engineering, Logistics, Vessel Management

Seattle, WA 5 Port Engineering, Logistics, Vessel Management

Baltimore, MD 2 Port Engineering, Logistics, Vessel Management

New Orleans, LA 1 Port Engineering, Logistics, Vessel Management

Beaumont, TX 1 Port Engineering, Logistics, Vessel Management

San Francisco, CA 1 Port Engineering, Logistics, Vessel Management

Portland, OR 1 Port Engineering, Logistics, Vessel Management VJS-TC 2 (total) Federal Funding Compliance

Jamestown, RI 1 MAP 21 / FAST Act funding, ferry policy, planning

Preston, WA 1 MAP 21 / FAST Act funding, ferry policy, planning

1.3 History of Collaboration

Collaboration with TOTE Services

Glosten has worked with TOTE since 1994. Today, Glosten is supporting TOTE with an on-call naval architecture contract. Tasks under this agreement have involved engineering support of their Marlin Class. Glosten responds to TOTE requests for vessel modifications and upgrades as they become familiar with their new LNG fueled ships, their capabilities, and their limitations.

TOTE ORCA Class LNG Fuel Conversion Concept Design


Collaboration with Valerie J. Southern – Transportation Consultant, LLC

As a subconsultant to Tryck Nyman Hayes, Inc., Glosten supported VJS-TC with the development of a ferry feasibility study for the US Department of Interior’s Bureau of Indian Affairs (Northwest Region) and the Makah Tribe. As passenger vessel expert, Glosten developed several ferry service concepts and specifications.

1.4 Availability and Resources

Staff Name Proposed Role Availability in Hours per Month

WSDOT Vessel Maintenance

Planned Commitments

Availability

Larsen Principal-in-Charge 40 80 40

Garrahy Project Manager 80 70 10

Soles Logistics Lead 60 60 40

Ackers Cost Analysis 30 100 30

Reynolds Vessel Systems 50 80 30

Morrell Asset Management Lead 20 20 120

Kopka Asset Management Team 20 20 120

Barrett Asset Management Team 20 20 120

Southern Federal Funding Compliance 80 80 0

Norris Federal Funding Compliance 60 100 0

1.5 Project Experience

AMHS Fast Vehicle Ferry Manual Development (2004-2017)

Firm Glosten

Project Value $500,000

Relevance Shows Glosten’s ability to work in the development of maintenance procedures and documentation.

The International Maritime Organization (IMO) High Speed Craft Code (HSC Code) requires a series of regulatory (USCG) approved manuals for operation and maintenance of high-speed Ro/Ro passenger ferries. These manuals include:

Route Operating Manual – This document provides details on the vessel sailing routes, specific route conditions, situational contingency plans, operating limitations, and other operational requirements.

M/V Chenega


Craft Operating Manual – This document provides an overview of the vessel and its operating systems.

Crew Training Manual – This document provides an overview of the vessel safety equipment and emergency procedures.

Maintenance and Service Manual – This document provides as overview of the maintenance and servicing procedures for the vessel. The manual includes descriptions of equipment and installed machinery as well as service schedules, including routine maintenance and servicing.

Since assisting Alaska Marine Highway System (AMHS) with the construction oversight and acquisition of the M/V Fairweather and M/V Chenega in 2004, Glosten has been tasked with keeping all four of these manuals current and in compliance with the IMO HSC regulations. This work has involved updating the manuals for new ferry service areas, replacement of the main propulsion engines and reduction gears, and incorporating all modifications to the ships in their subsequent 13 years of operation. All updates to the manuals have been subject to USCG review and approval. This work has required Glosten to stay in regular contact with and coordinate with AMHS port engineers and port captains to document changes to the vessels, vessel operating procedures, and maintenance requirements. Glosten is currently updating the manuals for new lifesaving equipment.

AMHS Fleetwide Condition Survey and Database Development (2016-2017)

Firm Glosten


Relevance Shows Glosten’s ability to work in the asset management, vessel maintenance contract development, and configuration and obsolescence management, business case cost-benefit analysis.

Glosten is currently finishing the development of fleet condition survey and digital database for all active vessels in the AMHS system. As part of this project, Glosten performed detailed surveys of all AMHS vessels, including review of vessel maintenance records and requests, review of outstanding regulatory issues, interviews with operational personnel on machinery condition and supportability, and firsthand observation of vessel condition. Detailed Condition Found Reports (CFRs) were developed for all major compartments, systems, machinery, and equipment. From these CFRs, Glosten developed and prioritized vessel specific overhaul and capital improvement spending plans for each vessel to maintain/improve vessel operability and supportability. This included development of the scope of work and associated engineering and construction cost estimates. Glosten then developed a computer database of the CFRs, work scopes, and cost estimates to allow AMHS to develop alternate scenarios for their fleet maintenance and fleet improvement planning activities.

Survey team on AMHS vessel


Cruise Vessel American Queen Vessel Reliability Analysis (2014)

Firm Glosten


Relevance Shows Glosten’s ability to assess vessel reliability and provide clear recommendations regarding risk mitigation

In response to chronic delayed or missed sailings of their paddle-wheel cruise vessel American Queen, American Queen Steamboat Company retained Glosten to evaluate all mechanical and operational threats to vessel reliability. Glosten surveyed the vessel and analyzed the propulsion, navigation, and hotel service systems onboard to identify all single point failures that could result in a vessel delay or notable impact to passenger experience. Glosten then prioritized the urgency of each risk by applying Failure Mode Effects Analysis (FMEA) methodologies, which ranked the likelihood and consequences of each threat. The prioritization of risks enabled vessel managers to optimize the allocation of resources to reduce risk to vessel operations. The project also included an engineering analysis of the projected life of the vessel’s paddle-wheel shaft, which represented the most consequential risk to vessel operations.

TOTE Maritime Alaska – Vessel Management

Firm TOTE Services

Project Value $100M

Relevance Maintenance, Lifecycle Management, supply chain management, logistical support, sparing and inventory management.

With full technical management of the TOTE Maritime Alaska (TMAK) ORCA Class vessels, Midnight Sun and North Star, TOTE Services expertly manages and crews these diesel electric vessels in a safety conscious, high demand, time sensitive trade route between Tacoma, WA and Anchorage, AK. Both of these TOTE vessels are 20,800 DWT, highly complex diesel electric driven, Ro/Ro cargo ships. Currently, TOTE Services Technical Management has achieved a 98% on time arrival performance over 14 years in the Alaska trade, with the Orca Class vessels and has served the trade since 1975. TOTE Services is in the planning stages to convert both vessels from diesel fuel to dual fuel (diesel and LNG). This project has required strategic coordination with engine manufacturers, shipyards, suppliers, shipboard crew, and freight forwarders together with detailed plan review with regulatory

Midnight Sun underway

American Queen


bodies. A complete review of vessel inventory and sparing needs and planned maintenance requirements has taken place due to new equipment requirements and the associated updates to the management software.

SBX-1 Vessel Management (2003-present)

Firm TOTE Services

Project Value $113M +

Relevance Maintenance, Lifecycle Management, supply chain management, logistical support, sparing and inventory management.

In 2003, TOTE was awarded a contract as Subcontractor to Boeing to manage the SBX-1, a column stabilized semi-submersible self-propelled vessel that operates in support of the Missile Defense Agency. TOTE played a key role in the conversion of the SBX-1 from an Oil Rig to a RADAR Platform and operating the vessel while throughout its testing status including the development of its long-term maintenance plan along with its predictive and preventative maintenance plans. In 2011, Military Sealift Command took ownership of the SBX-1 and TOTE Services was again awarded the contract for operation and maintenance of the vessel. We have successfully maintained a perfect record of continuous mission readiness of SBX-1 by providing qualified personnel ashore and afloat who ensure that the vessel is logistically supported, equipped, provisioned, maintained, and safely operated.

Three recent key logistical and maintenance activities for this program have included:

• The 2012 removal, repair and reinstallation of the vessel’s grounded #5 AVK Alternator- TOTE Services coordinated the 30 ton unit’s removal, its shipment to and rework in Louisiana, and its reinstallation 140 Ft above pier height and 90 ft. inboard at Pearl Harbor, HI utilizing local shipyard support, a heavy crane lift company and navy tugs for vessel position.

• The 2014 replacement of the non-drive end bearing for the #4 thruster drive motor – The motor is rated at 3.4 MW and weighs more than 19 tons. The bearing removal and reinstallation system was engineered by TOTE Services utilizing motor mounted taps, hydraulic presses and fabrication of a press “jig” to hold the motor shaft and replace the bearings. Recoating the vessel’s structure below the wet deck in three phases.

• 2014-2015 As part of the long-term maintenance plan, TOTE Services managed two special SBX-1 maintenance. Availabilities for the underwater replacement of two of the vessel’s four main propulsion thrusters with planning and coordination in place for the replacement of the remaining two thrusters.

SBX-1 underway


Coordinated Human Services Transportation Plan (2017)

Firm Valerie J. Southern – Transportation Consultant, LLC.


Relevance Shows compliance with Federal Transit Administration MAP 21 and FAST Act program regulations, criteria, and funding requirements.

VJS-TC is currently developing a federally mandated statewide Coordinated Plan in compliance with Federal Transit Administration regulations and guidance. Scope of work involves: assessment of statewide human services transportation programs, services and user needs; identification of service gaps and deficiencies; preparation and selection of comprehensive range of coordinative funding and service delivery strategies and policies; and active engagement of system users, service providers, and stakeholders in the planning process.


Criteria 2 Qualifications of Proposed Project Manager

ED GARRAHY, PE, C/E WA #52202, Control Systems (2014) USCG Chief Engineer Motor Vessels Unlimited Horsepower (in continuity) USCG 2nd Assistant Engineer Steam Vessels Unlimited Horsepower (in continuity)

Similar Projects

CMMS Development for Cruise Line Pacific Navigation Company, 2004

Scope: Implement a CMMS for a fleet of small-ship cruise vessels for Pacific Navigation Company (Now HMS Ferries/HMS Consulting and Technical) Role: As an independent consultant, Ed evaluated the engineering management processes employed by Pacific Navigation related to their operation of five cruise vessels for Glacier Bay Cruise Lines. Reviewed a variety of CMMS options for the fleet, and developed a custom system based on Microsoft Access to address planned maintenance, equipment history, and shipyard project management. Once the system was established and launched, Ed provided training and implementation assistance to vessel operators

CMMS Implementation and Operation Experience American Maritime Officers, 1993-2000

Scope: Utilized and assisted in the implementation of a variety of CMMS packages Role: While employed by American Maritime Officers as a Marine Engineer aboard a variety of US Flagged vessels, Ed gained experience with the implementation and utilization of a variety of CMMS systems, including the Marine Management System (MMS) and Seaworthy System’s SeaStar, and ABS’s Nautical Systems 5 (NS5). As a First Assistant Engineer onboard a newly converted LMSR, Ed assisted in the implementation of NS5.

Paddle-Wheel Cruise Vessel Reliability Analysis American Queen Steamboat Company, 2014

Scope: Glosten applied Failure Mode Effects Analysis (FMEA) processes to evaluate the reliability of the 418’ steam-powered passenger vessel American Queen, the largest riverboat ever built. Glosten surveyed the vessel, identified all areas where a single failure could affect the sailing schedule, and convened a workshop of system experts and vessel operations representatives to evaluate and prioritize the risk associated with each failure. Role: Ed acted as lead engineer and project manager for the effort. He performed the vessel survey, performed the analysis of vessel systems, and led the risk evaluation workshop. Ed also evaluated the vessel’s engineering management processes and identified where operational factors posed threats to vessel reliability.

Familiarity with WSF

Ed has gained a working understanding of public agency regulations and procedures from his extensive support of the research vessel community. This work includes the overhaul of the R/V Thomas G. Thompson for the University of Washington, the repower of the R/V Kilo Moana for the University of Hawaii, and the replacement of the generator on the R/V Falkor for Schmidt Ocean Institute. Additionally, the Alaska Marine Highway System is a public agency similar to WSF; Ed supported AMHS during the repower of the 450 passenger / 83 vehicle / 408' ferry M/V Matanuska.


ED GARRAHY, PE, C/E WA #52202, Control Systems (2014) USCG Chief Engineer Motor Vessels Unlimited Horsepower (in continuity) USCG 2nd Assistant Engineer Steam Vessels Unlimited Horsepower (in continuity)

Project Management Experience

Bulk Carrier Ballast Water Treatment System Retrofit. In 2014, the CSL Group engaged Glosten to develop a standard retrofit approach for installing ballast water treatment systems across its fleet. As Project Manager, Ed led Glosten’s vessel survey, 3D scanning, and the development of the feasibility study, system selection, and installation design. He successfully managed a diverse team of international stakeholders, and ultimately led the project to the successful conclusion of the retrofit in 2015.

USCG Cutter Fleet Boiler Controls Upgrade. Ed acted as lead engineer and project manager responsible for all aspects of a multi-year boiler controls upgrade to all vessels of the USCG High Endurance Cutter Class valued at over $5M. Ed led a team that designed and delivered a flow regulating combustion control system that would automatically compensate for rapid changes in ambient engine room pressure. This project was the second largest and most profitable effort in company history.

Vessel-based Vapor Recovery System Design and Installation. Ed served as the Lead Engineer and Project Manager for the controls component of a shipboard carbon adsorber Vapor Processing System. The controls included extensive gas monitoring and process control in a Class 1 Div 1 Classified Area, and included database logging, automated reporting, and remote system access


Criteria 3 Key Team Members Qualifications

3.1 Glosten PRINCIPAL-IN-CHARGE

David Larsen, PE WA #26122, Mechanical Engineering (1989)

Education BS, University of Washington, Mechanical Engineering, 1984

Project Expertise

Project Manager, Olympic Class Ferries Design (2003-2007). Dave oversaw the development of all main and auxiliary mechanical systems for WSF’s new 362' / 1500 passenger / 144 vehicle ferries. Dave coordinated the mechanical systems design with WSF stakeholders, the arrangements team (EBDG), and the structures/stability team (Jensen). Glosten’s portion of the project included overall project team manager, propulsion systems studies, lifecycle cost estimating, development of hull lines, vessel resistance and propulsion studies, in addition to traditional marine mechanical systems design and machinery arrangements.

Principal-in-Charge, 330' Passenger/Vehicle Ferry Design (2013 – present). Dave is overseeing the design of a new 250 passenger / 54 vehicle / 330' USCG/ABS Ro/Ro passenger ferry to replace the M/V Tustumena. Glosten’s work included the preparation of a Public Participation Plan/Process, Reconnaissance Report, Design Study Report, and Contract Design Package (Plans, Specifications, and Cost/Weight Estimates).

Principal-in-Charge, 382' Passenger/Vehicle Ferry Refurbishment and Upgrades (2012 – 2015). As Principal-in-Charge, Dave oversaw the development of a detailed set of plans and specifications, including cost estimates, for refurbishing portions of Kennicott machinery and accommodation areas. This included replacement of the automation system due to obsolescence, as well as replacement of large (4000 AF) circuit breakers in the main switchboard due to obsolescence and poor supportability. Following the design effort, Glosten supported AMHS with shipyard plan review and on-site technical support during the shipyard period.


PRINCIPAL-IN-CHARGE

David Larsen, PE WA #26122, Mechanical Engineering (1989)

Vessel Maintenance Expertise

Dave has served as Principal-in-Charge of the AMHS Fleet Condition Survey and Database Development effort. As part of the effort, Glosten developed a comprehensive set of capital improvement, maintenance, and overhaul work items for all active vessels in the AMHS fleet. This included the development of a configurable database of the survey findings and maintenance/repair recommendations.

Dave has served as Principal-in-Charge for the midlife refit and repowering of the AGOR 23 research vessel for the University of Washington. This project required in depth review and evaluation of the condition, reliability, and supportability of all the major main propulsion and auxiliary machinery and systems aboard the vessel. Decisions were made on whether to rebuild, modify, or replace all major machinery and equipment onboard. The ultimate goal was to obtain an additional 20 years of operability from the vessel at the highest reliability the budget could support.

Dave has served as project engineer and ultimately advanced to Principal-in-Charge for the Z-drive failure analysis and recommendations for improving reliability for the AGOR 14/15 and AGOR 23/24/25 class research vessels operated by University of Washington, Scripps, and Woods Hole on behalf of the Office of Naval Research (ONR). This project has spanned two decades and includes investigation into numerous gear failures and other reliability issues surrounding the Z-drive propulsion systems on these five diesel electric powered research vessels. Dave has conducted surveys of the ships, participated in failure analysis investigations, met with regulators, coordinated reports to the client, and helped oversee the development of revised specifications to improve Z-drive reliability.

WSF Expertise Dave has served as Principal-in-Charge or Project Manager for tasks on the Glosten / WSF on-call contract since 1997. During that time, Dave oversaw Glosten’s work on the SOLAS upgrades for the M/V Evergreen State, M/V Elwha, and M/V Chelan, development of the Olympic Class ferries and on an LNG Study for the new Olympic Class ferries.


LOGISTICS LEAD

Capt. Peter Soles USCG Master of Steam or Motor Vessels, 1600 Gross Tons USCG Master of Towing Vessels

Education BA, English, University of Oregon, 1996 MMA, Port and Marine Transportation Management with certificate in Global Trade, Transportation & Logistics, University of Washington, 2008 Licensed US Merchant Mariner

Project Expertise

Project Manager, Alaska Maritime Prevention and Response Network Sea Anchor (2014 – present). Led by Peter, Glosten is developing an emergency response tool designed to stabilize and reduce the drift of disabled vessels at sea. He is leading a large stakeholder group and multiple phases of prototype testing. Peter has ultimate responsibility for reports summarizing the findings of testing.

Project Manager, McNeil Island Fleet Restructuring Study (2016). Peter led this study, commissioned by the Washington State Department of Corrections, Correctional Industries, to evaluate the existing McNeil Island marine vessel fleet and provide data-driven recommendations to ensure the safety and long-term sustainability of the McNeil Island marine transportation system.

Project Manager, AMHS Fast Vehicle Ferry (FVF) Upgrades (2014 – 2015). As Project Manager, Peter led a team tasked with identifying items requiring improvement on the FVF’s. The project consisted of upgrades/renovations to ship systems including control systems, auxiliary machinery systems, and electrical systems. Peter led the project’s shipyard period, which focused largely on interior refurbishments. Peter coordinated with vendors, contractors, and the shipyard, to ensure that all parties performed work that satisfied the client’s best interest.


In his previous role as a Port Captain, Peter was responsible for general oversight and management of a fleet of open hatch gantry ships operating on an international service route. In that capacity, he planned and executed numerous complex marine transportation projects. Peter also sailed for several years as captain and first mate on harbor assist tugs and coastal line haul tugs in Puget Sound, British Columbia, and Alaska. His duties included coastal and harbor towing operations, ship handling, and tactical barge shifting and maneuvering. He was responsible for general management of the vessel, including supervision of the crew and basic equipment maintenance. Peter has experience on passenger vessels, including a lengthy captain assignment in a remote area of the central Pacific Ocean.

Peter holds a valid US Merchant Mariner Credential with the following endorsements: Master of steam or motor vessels of not more than 1600 gross registered tons (domestic tonnage), 3000 gross tons (ITC tonnage) upon inland waters. Master of towing vessels upon near coastal waters.

Recently, Peter helped develop shipyard specs for the recoating and interior refurbishment of the AMHS vessels M/V Fairweather and M/V Chenega, and for the construction of Kitsap Transit’s new hybrid passenger ferry.

WSF Expertise In his previous role as both mate and master on Western Towboat ASD tugs, Peter was regularly involved with “dead ship” movements of WSF vessels for local shipyard periods and dry dockings, including numerous transits through the Hiram Chittenden Locks. These vessel movements afforded Peter some ground level familiarity with significant maintenance and refurbishment projects at WSF, and the marine logistics necessary to support them.


COST ANALYSIS

Ben Ackers, PE WA #38910, Naval Architecture & Marine Engineering (2002)

Education BS, Naval Architecture & Marine Engineering, Webb Institute, 1997 MBA, University of Washington, 2004

Project Expertise

Naval Architect, Vessel Suitability Study, 1999 – 2001. The Southeast Alaska Transportation Plan (SATP) set forth the broad outline and principles for providing basic transportation to meet the needs of the Southeast Alaska region in the year 2020. Glosten was tasked with performing a Vessel Suitability Study (VSS) as a follow-on study to support implementation of the SATP. Ben developed a comprehensive, physics-based transportation model for ferry system optimization.

Model Developer, Passenger/Vehicle Ferry Service Feasibility Study, 2004 – 2005. The Alaska Department of Transportation (AKDOT), under the guidance of the Southeast Alaska Transportation Plan (SATP), tasked Glosten with determining the most cost effective option of a proposed new daily ferry service termed the Southern Gateway Shuttle.

Project Manager, Sea-Based X-Band Radar Platform, 2001 - 2009. From 2001-2006, Ben served as the Project Manager for the analysis of the conversion design of a bare deck semi-submersible platform to the Missile Defense Agency’s Sea-based X-Band Radar (SBX) Platform. He contributed directly to the structural design, seakeeping and operability analyses, an extensive resistance and seakeeping model test program, dynamic loads and finite element analyses, a comprehensive vibration analysis, and vibration isolation system design. From 2006-2009, he served as Glosten’s Program Manager for sustaining SBX Platform design and engineering support.

WSF Expertise Ben has supported numerous public agency projects, including refurbishments, repowers, and designs for the Alaska Marine Highway System and the SR520 Bridge Analysis for WSDOT. He is familiar with agency regulations and procedures.


VESSEL SYSTEMS

Kevin Reynolds, PE, C/E WA #36584, Naval Architecture & Marine Engineering (1998) Chief Engineer

Education BS, Marine Engineering Systems, US Merchant Marine Academy, Kings Point, 1993 Chartered Engineering, Engineering Council (UK), 2013

Project Expertise

Principal-in-Charge, Design of Ballast Water Treatment Test Platform, 2013 – present. Owned by the US Maritime Administration (MARAD), and operated and maintained by the California Maritime Academy (CMA), the T/S Golden Bear is CMA’s cadet training ship. Kevin led the project to transform this important vessel into the Golden Bear Facility (GBF), a "plug and play" research platform and educational outreach facility. Substantial modifications to the ship systems and structure were designed and fabricated, creating a shipboard facility for ballast water research and development, testing, and technology evaluation.

Principal-in-Charge, Bulk Carrier Ballast Water Treatment System Refit, 2014 – 2015. A Panamax bulk carrier was scheduled for dry-docking in December 2014. As Principal-in-Charge, Kevin was tasked with determining the practicality of outfitting the vessel with a ballast water treatment system and sulfur exhaust gas cleaning system. Over two days, Glosten staff scanned the vessel using an infrared laser scanner with 2 mm accuracy at a range of up to 330 meters. The 3D scan data informed Glosten’s analysis of the feasibility of installing both a ballast water treatment system and exhaust gas cleaning system onboard the vessel.

Principal-in-Charge, Exhaust Gas Cleaning Systems Selection Guide Development, 2014 – 2016. The Ship Operations Cooperative Program (SOCP) tasked Glosten with developing a manual to aid ship operators in their evaluation of exhaust gas cleaning systems (scrubbers). The guide, which has undergone several iterations to evolve with the changing scrubber market and regulatory climate, helps the operator determine whether an exhaust gas scrubber would serve as a practical, lower cost solution to meet existing and future regulatory requirements. As Principal-in-Charge of the project, Kevin led a major overhaul of the content, design, and structure of the most recent edition of the guide to ensure that ship operators have the best available tools to comply with state, federal, and international regulations.


Kevin has hands-on vessel maintenance expertise from his experience working aboard vessels. A graduate of the U.S. Merchant Marine Academy, he holds an Unlimited Chief Engineer merchant mariner license, and served aboard fourteen different ocean going vessels.

Public Agency Expertise

Kevin has significant experience supporting public agencies such as the Environmental Protection Agency (EPA) and US Coast Guard (USCG) at various workshops and panels, including the EPA Science Advisory Board Augmented for Ballast Water.


3.2 TOTE Services ASSET MANAGEMENT LEAD

Phil Morrell

Education BS, University of Oregon, 1981

Project Expertise

Vice President Marine Operations Commercial, Orca Class LNG Conversion, 2016. Phil led the TOTE team in the development and negotiations for project shipyard contract covering four shipyard availabilities over five years. He provided shipyard management expertise in estimating and pricing for owners during all aspects of the negotiations.

Vice President Marine Operations Commercial, Orca LNG Conversion, 2017. Phil led the TOTE team during the development and technical negotiations for the conversion of eight 9L58/64 diesel engines into duel fuel engines. He provided owners expertise for engine test requirements, engine performance standards, engine output requirements, and warranty requirements.

Vice President Marine Operations Commercial, Orca LNG Conversion, 2016. Phil led the TOTE team in the contract settlement and negotiations with Keppel Shipyard for the fabrication and pre-outfitting of 586-ton Orca Class LNG Tank Platform module. He reviewed steel pricing estimates together with module coating application and pipe fitting work to agreed price. He also led the contract discussion with Keppel Shipyard management to project execution.


Phil led the development and implementation with the TOTE Orca Class new construction team for the system installation of Amos-W for two highly complex Ro/Ro vessels. He conducted competitive system review with similar system providers. He established the working outline for vessel equipment hierarchy, maintenance history, and spare part locations. He worked closely with procurement team to ensure all line items are associated with a budget code to capture cost and for reporting.

For the TOTE Alaska Fleet, Phil has overall technical and cost responsibility for day to day vessel operations, together with vessel drydocking and regulatory inspections for a fleet of Ro/Ro vessels. He has managed new construction guarantee periods. He coordinated guarantee claims with building yard for resolution, and negotiated settlement with building yard on guarantee related items.

As Fleet Drydock Superintendent Holland America Line. Area, Phil’s area of responsibility included Fleet Drydocking, Large Capital Projects Damage Repairs, and managing the daily technical operation of exceedingly sophisticated and technically advanced cruise vessels. Ensure vessels are in. He ensured vessel compliance with all regulatory and Flag State inspection requirements. He actively engaged and worked closely with Deck and Engine Department Officers in order to maintain environmental, safety and maintenance policies. Coordinate He coordinated and implemented hotel modifications and maintenance projects.


ASSET MANAGEMENT TEAM

Brian Kopka, C/E US Coast Guard Chief Engineer Limited; Steam, Motor, Gas turbine; NO. 2557391 (2011) US Coast Guard 2nd Asst Engineer Unlimited; Steam, Motor, Gas Turbine, NO. 2557391 (2011)

Education BE, Marine Engineering, State University New York Maritime College, 2003

Project Expertise

Project Manager, Owner’s Representative, 2016. Brian managed cruise vessel purchase and modifications.

Manager, NS-5 Implementation, 2015. Brian served as engineer responsible for NS-5 Computer based maintenance system implementation and use onboard assigned ships.

Project Manager, Owner’s Representative, 2005-Present. Brian managed routine / non-routine vessel dry-docking and opportune maintenance periods for 10 separate vessels and 14 separate dry-dockings


Routine Vessel Maintenance. Using AMOS brand computer based maintenance software to identify, conduct, and track routine maintenance. Coordinate with ship’s crew to identify up-coming routine maintenance items, ensure all parts and materials have been purchased and delivered to the vessel, project is assigned to appropriate ship’s crew, executed accordingly, ensure Chief Engineer enters required comments and notes as part of job completion, and new parts are ordered.

Coordinate shore side contractors. Using AMOS brand computer based maintenance software to coordinate with shore side contractors to support seagoing vessels. Coordinate with ship’s crew and supporting shore side contractors to execute routine and non-routine maintenance items while the vessel is in-port, or underway. AMOS software is used to identify work, request identified contractors to quote, receive bids, evaluate bids, send contractor a purchase order for the work bid, complete work orders and purchase orders, make any notes or relative comments on work executed, and retain for maintenance history.

Marine Regulatory Inspections. Coordinate with ship’s crew and supervise marine inspections with, American Bureau of Shipping, and/ or United States Coast Guard to perform routine and non-routine vessel inspections. Inspections are performed as part of Regulatory, Class, and Flag State oversight of the shipping industry. Inspections can be routine, as part of certificate issuance/ renewal, or non-routine related to equipment failure. Additional inspections can be related to the installation of new equipment or implementation of a new regulation.


ASSET MANAGEMENT TEAM

Chris Barrett, C/E Professional License 1, USCG C/E

Education BS Marine Engineering, Maine Maritime Academy, 2001

Project Expertise

Chief Engineer, Drilling Vessel Newbuilding, Diamond Offshore, 2014. Chris served as owner’s representative for a $700M new build drilling vessel at Hyundai Shipyard.

First Engineer, Cruise Vessel Newbuilding, NCL Corp, 2005. Chris served as owner’s representative during the completion of a new build passenger vessel from Lloyd Werft.

First Engineer, Motor Tanker Drydocking, ATC, 2011. Chris served as owner’s representative during 60-day drydocking with focus on automation modernization and auxiliary engine installation.


Chris developed content for RigMS CMMS system for newbuilding drilling vessel. Provide companywide recommendations for system improvements.

Chris acted as project lead, assisted the IT department with AMOS Business suite updating to take advantage of satellite internet service, and improved system functionality.

Chris served as Lead Project Engineer for Orca Class LNG automation upgrade to Sacos1 on all eight MAN 58/64 type engines together with a complete GE electric drive and IACMS system upgrade.


3.3 VJS-Transportation Consultant, LLC FUNDING COMPLIANCE

Valerie J. Southern, CMC Certified Management Consultant (2014)

Education Masters, Public Administration, Harvard University, 1986. Masters, Urban and Regional Planning, University of Rhode Island, 1975. Certified Management Consultant, Institute of Management Consultants, 2014 to Present.

Project Expertise Project Manager, Makah Ferry Feasibility Study, 2004-2005. For the Northwest Bureau of Indian Affairs (NWBIA) and Makah Tribal Government, Valerie performed a feasibility study of a new regional ferry service and route from Neah Bay, Washington, to Vancouver Island, Canada. Scope of work involved taking inventory of existing ferry services; conducting 800 user surveys and response analyses; development and testing of three regional ferry service-route concepts; the assessment and identification of road, access, parking, transit, and pedestrian requirements; determination of environmental permit requirements; calculation of economic impacts of new service; and selection of preferred concept with rationale.

Senior Transportation Planner, Coordinated Human Services Transportation Plan, 2017. For the Rhode Island Public Transit Authority, Valerie is developing a federally-mandated statewide Coordinated Plan as required for recipients of FTA Section 5310 funds [FTA C 90701G]. Work involves critical assessment of existing human services transportation programs and user needs; identification of service gaps and deficiencies; consideration and selection of comprehensive range of coordinative funding and service delivery strategies; and active engagement of system users, service providers, and stakeholders in the planning process.

Principal Investigator, Models to Support State-owned Park and Ride Lots and Intermodal Facilities, 2010-2012. In support of the Transportation Research Board - National Cooperative Highway Research Program (NCHRP), Valerie performed national research of best practices in the financing, maintenance, management, and expansion of commuter park and ride and intermodal facilities. The 240-page report offers findings and recommendations resulting from literature search; surveys describing management practices of State DOT and public transportation authorities; and evaluative criteria for identifying and applying best practices. Work published as NCHRP Research Results Digest 359, 2012.

Familiarity with Public Agency Regulations/Procedures

Valerie holds a Master’s degree in Public Administration from Harvard University. She founded VJS-TC to serve public transportation systems, and has been doing so since 1998. She regularly advises public agencies on FAST Act funding, requirements, and policies.


FUNDING COMPLIANCE

Gary Norris, PE, PTOE WA #19143, Traffic Operations Engineering, (1980)

Education BSCE, Civil Engineering, University of Washington, 1973. MSCE, Civil Engineering, University of Washington, 1977.

Project Expertise

Senior Design Engineer, South Capitol Street, Segment 1 – 3; ITS/Signal Design Build. For the District Department of Transportation (DDOT) and CH2M Hill. Gary prepared technical specifications for traffic signals, ITS, and street lighting elements of the South Capitol Street segment 1-3 project.

Senior Design Engineer, South Capitol Street Segment 4 – 6 Street Lighting Design. For the District Department of Transportation (DDOT) and CH2M Hill, Gary conducted initial lighting analysis and prepared preliminary PS&E documents for 1500 lineal feet of Capitol Street.

Project Manager, Burlington Boulevard ITS/Signal Enhancement Project. For the City of Burlington, Washington, Gary managed the design and construction of a $4.0 million FAST Act funded highway safety improvement project. Project included new traffic signal control equipment, centralized traffic signal control, traffic signal optimization and coordination, overlay, intersection reconstruction, and channelization.

Familiarity with Public Agency Regulations/Procedures

As detailed above, Gary often works with public agencies, and is well versed in public funding and requirements.


Criteria 4 Firm’s Project Management System

4.1 Quality Assurance / Quality Control

Glosten’s QA/QC procedures are based on principles mandated by the Washington State Professional Licensing Statutes. These are implemented by formal crosschecking methods and by the use of independent reviews of submittals.

Glosten engineering and design development follows a three-step sign off process:

1) Primary author, engineer, or designer reviews his or her own work, and signs off.

2) Lead engineer or professional engineer reviews, signs off, and forwards to Project Manager.

3) Project Manager performs final review and forwards back to project lead/professional engineer for release, revision, or final stamping.

The Principal-in-Charge will perform a final QA/QC check of all draft and final submittals. The review will focus on technical content, accuracy, and consistency. David Larsen will lead this effort and carries the ultimate responsibility for the process.

Built-in redundancy is a key feature of Glosten’s QA/QC success. With this three-step process, every deliverable is reviewed and/or approved by multiple distinct technical staff. Thus, Glosten’s QA/QC process ensures the team’s use of appropriate technical methodology, technical and regulatory accuracy, and consistency between resource topics in a single document.

4.2 Schedule and Budget Tracking Systems

Glosten will provide WSF with monthly status reports on all open tasks. We will report on the services provided during the period, work to be performed during the next period, overall progress to date and schedule, and any technical issues outstanding. We will also provide an overall agreement report detailing all tasks authorized, dollars expended and remaining, and progress across all tasks.

In addition to developing and providing monthly status reports to monitor budget and scope, Glosten’s internal communication plan allows Project Managers to stay informed of project progress across the entire project team.

Microsoft Project

Glosten utilizes Microsoft Project to develop and monitor schedules for all projects. It is an essential tool for resource loading and critical path analysis. We use earned value management techniques to monitor progress across tasks and to track overall milestone progress. For this effort, we will develop a Microsoft Project Schedule for each task request and assignment. We will maintain, monitor, and update the schedule agreed to during final negotiations. We will:

Update and maintain the project schedule provided with each proposal. Include all deliverables, submittals, milestones, and durations.


Identify any constraints and issues and, as appropriate, develop an action plan to take corrective actions. No change in milestones or deliverables will be made without WSF’s prior concurrence.

We are pleased to provide the following three project descriptions to highlight our proposed Project Manager’s ability to manage schedule using the program and process detailed above.

Bulk Carrier Ballast Water Treatment System Retrofit Client CSL Group

PM Edward Garrahy, PE

In 2014, the CSL Group engaged Glosten to develop a standard retrofit approach for installing ballast water treatment systems across its fleet. Ed successfully utilized Microsoft Project to manage multiple project aspects, including an update to project scope to meet a tight shipyard schedule.

272' Research Vessel Generator Replacement Client Schmidt Ocean Institute


Glosten was selected to design the replacement of the generator system on the R/V Falkor, a 272' research vessel operated by Schmidt Ocean Institute. As Project Manager, Ed managed scope, schedule, and budget on Microsoft Project, including following an unexpected change of shipyard before construction.

Vessel-Based Vapor Recovery System Design and Installation Client Chevron


While at Technical Marine Service, Ed served as the Lead Engineer and Project Manager for the controls component of a shipboard carbon adsorber Vapor Processing System. Ed successfully managed the schedule challenges of this complex project. The vessel was on a tight schedule, and the entire system install had to occur during a three-day turnaround period. To manage this tight schedule, Ed utilized Gantt charts to plan the design, building, and testing of the system off ship, and the install during the turnaround.

4.3 Internal and External Communication Plan

Project Team

Maintaining constant communication with all members of the project team is critical to the success of a project. The Glosten team will hold weekly project team meetings in which the Project Manager will monitor the status and progress on all tasks. Resources are determined and allocated on a weekly basis based on project need and expertise.

Client/Stakeholders

Glosten recognizes the importance of keeping WSF informed and involved in the process. It is very important that we seek WSF input, carefully listen and analyze comments, and take timely action on all input. Task requirements will vary. At the start of each task, we will confirm the following information:


Contact information that includes email, phone, and addresses for WSF and all team personnel.

Preferred methods and frequency of communications. Data distribution matrix for proper flow. FTP or other digital site (properly secured) to share large files. Methods for communicating comments on construction Contractor’s submittals.

Documentation and methods for communicating with class, regulatory bodies, suppliers, and vendors

The McHenry Management Group (TMMG)

600 Independence Parkway, Suite 105

Chesapeake, VA 23320

Office: 757-410-0233 / FAX: 757-410-7809

POC: Arthur S. Mahony, COO

Office: (757) 410-0233 / FAX: (757) 410-7809

Email: [email protected]

TIN: 900344957

DUNS: 809425163

CAGE Code: 4ZRH5

Washington State Department of Transportation

(WSDOT)

Washington State Ferries (WSF) Vessels Department

Washington State Ferries Vessel Maintenance and

Preservation Program Support

Statement of Qualifications

Packet A

This proposal includes data that shall not be disclosed outside the Government and shall not be duplicated, used, or

disclosed in whole or in part for any purpose other than to evaluate this proposal. If, however, a contract is awarded

to this Offeror as a result of, or in connection with, the submission of this data, the Government shall have the right to

duplicate, use, or disclose the data to the extent provided in the resulting contract. This restriction does not limit the

Government’s right to use information contained in this data if it is obtained from another source without restriction.

The data subject to this restriction are contained in all sheets.

mailto:[email protected]

May 9, 2017

Page 1 of 30

Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal.

TABLE OF CONTENTS

1.0 QUALIFICATIONS/EXPERTISE [Scoring Criteria 1].................................................. 2 1.1 Introduction ................................................................................................................... 2

1.2 TMMG – Prime Consultant .......................................................................................... 4 1.3 Emprise Corporation – Sub-Consultant ........................................................................ 7 1.4 GW Frost & Associates – Sub-Consultant.................................................................... 8 1.5 Projects Completed Within Last 3 Years ...................................................................... 9

1.5.1 TMMG Project – U.S. Coast Guard Surface Forces Logistics Center (SFLC)

under the Logistic Support Services ................................................................. 9

1.5.2 TMMG Project – Military Sealift Command – Engineering Directorate, Ship

Inspections Branch (SIP) Shipboard Inspection Programs ............................. 10 1.5.3 TMMG Project – NCDOT Rail Division, Piedmont Service Maintenance

Improvement Initiatives .................................................................................. 11 1.5.4 Emprise Corporation Project - Military Sealift Command SAMM System

Support ............................................................................................................ 12

1.5.5 Emprise Corporation Project – Great Lakes ................................................... 13 1.5.6 GW Frost & Associates Project – Seattle DOT Multimodal Corridor Program

......................................................................................................................... 14 1.5.7 GWFA Project – Mill Pond Dam Removal and Habitat Restoration Project . 14

1.6 Office Locations Nationwide ...................................................................................... 14

1.6.1 The McHenry Management Group (TMMG) ................................................. 14 1.6.2 Emprise Corporation ....................................................................................... 15 1.6.3 GW Frost & Associates (GWFA) ................................................................... 15

1.7 Organizational Chart ................................................................................................... 16

1.8 Availability of Key Staff and Resources .................................................................... 16 2.0 QUALIFICATIONS OF PROPOSED PROJECT MANAGER [Scoring Criteria 2] 16

3.0 QUALIFICATIONS OF KEY TEAM MEMBERS [Scoring Criteria 3] .................... 19 3.1 TMMG Qualifications ................................................................................................ 20

3.1.1 Experience/Accomplishments – Matthew McKeon – Principal ..................... 20

3.1.2 Experience/Accomplishments – Bill Lewis – Project Manager ..................... 21 3.1.3 Experience/Accomplishments – Mike Desanctis – Sr. Reliability Engineer .. 21 3.1.4 Experience/Accomplishments – James Kennedy – Reliability Engineer ....... 22

3.1.5 Experience/Accomplishments – Samuel Grinvalsky – Junior Engineer ........ 22 3.1.6 Experience/Accomplishments – Al Murray – Junior Engineer ...................... 23

3.1.7 Experience/Accomplishments – Daniel Rucker – Junior Engineer ................ 24 3.1.8 Experience/Accomplishments – Allen Mordica – Junior Engineer ................ 24 3.1.9 Experience/Accomplishments – James Borell – Senior Consultant ............... 25

3.2 Emprise Corporation Qualifications ........................................................................... 26

3.2.1 Experience/Accomplishments – John Knox – Reliability Engineer ............... 26

4.0 FIRM’S PROJECT MANAGEMENT SYSTEM [Scoring Criteria 4] ........................ 27 4.1 Quality Assurance/Quality Control Processes ............................................................ 27 4.2 Monitor Budget and Scope ......................................................................................... 28 4.3 Scheduling................................................................................................................... 29 4.4 Process for Interaction within Project Team (Internal Interaction) ............................ 29

4.5 Process for Interaction with Client and/or Stakeholders (External Interaction) ......... 30

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1.0 QUALIFICATIONS/EXPERTISE [Scoring Criteria 1]

1.1 Introduction

The McHenry Management Group (TMMG) is a Veteran-Owned Small Business (VOSB)

headquartered in Chesapeake, VA. Since our establishment in 2008, TMMG has provided more

than $160M in prime contractor services to the Department of Defense (U.S. Navy; Military Sealift

Command), Department of Homeland Security (U.S. Coast Guard (USCG)), and various

transportation agencies, including Amtrak, the North Carolina Department of Transportation

(NCDOT) Rail Division, and the New York City Metropolitan Transportation Authority (MTA).

This work represents several hundred Task Orders and includes locations across the globe. TMMG

specializes in enhancing the capabilities of its numerous government and commercial customers

by offering innovative technical and managerial solutions.

All our engagements require an in-depth knowledge of each client’s philosophy, approach,

techniques and execution of engineering, logistics, maintenance and operational support functions.

TMMG’s experienced and professional staff provides System Engineering, Life Cycle

Management, Maintenance Engineering, Industrial Operations Planning and Oversight,

Program/Project Management, Business Process Development, Comprehensive Cost-Benefit

Analysis and Strategic Planning. TMMG brings a broad spectrum of performance-based planning

services and technical successes with multiple federal, state and commercial customers; all

featuring streamlined operations, high-quality products delivered on time and within budget, and

a highly cost-effective, team-centric, and integrated approach to contract execution.

We have successfully executed hundreds of task orders covering configuration management,

maintenance planning and support, and supply support. These efforts have required in depth

knowledge interface and improvement of our customers’ IT tools.

TMMG Sub-contractors for this bid include two well-respected, highly-experienced companies:

Emprise Corporation and GW Frost & Associates (GWFA). Together, we form “Team TMMG.”

TMMG has partnered and collaborated with the Emprise Corporation in support of MSC

extensively over the last three (3) years. TMMG and the Emprise Corporation have office facilities

co-located in the same Chesapeake, VA, office complex. Further, TMMG has worked as a Sub-

contractor to the Emprise Corporation on various MSC Task Orders over the last three (3) wherein

TMMG provided professional services similar to those described in Section 1.5.2.

The collaborative partnership between GWFA and TMMG is newly formed. The roles for each

company is expected to provide is identified in the organization chart shown in section 1.7.

Our approach is to provide “best in class” engineers, logisticians, and technicians at a value price

option and deliver responsive, experienced personnel to meet Washington State Ferries(WSF)

Vessels Department requirements. We have substantial experience in:

• Full service engineering, logistics, technical, and administrative services for hull, mechanical

and electrical (HM&E); marine; electronic, naval architecture; and automation systems.

• Development, maintenance and modernization of maintenance, test, and inspection

documentation.

• Enterprise asset management including IT business rules and tools from acquisition through

disposal (including MAP 21) with business case analysis and performance measures to ensure

assets are maintained in a “state of good repair”.

• Engineering, technical and administrative support services for shipboard testing and

inspection surveys; safety surveys and investigations; engineering testing and analysis

surveys; and development of resultant test, inspection, survey and investigation reports.

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• American Bureau of Shipping (ABS); USCG; International Maritime Organization (IMO);

Navy Safety and Occupational Health; and Occupational Safety and Health Administration

(OSHA) rules, regulations, programs, and instructions.

• Vessel Mishap Investigation Support and Root Cause Failure Analysis (RCFA)

• Acquisition and logistics support in the development and delivery of new assets.

• Management of life cycle maintenance and engineering processes, including those governed

by USCG System Development Life Cycle (SDLC) policy.

• Configuration Data Management (CDM), Configuration Management (CM) support, Supply

Support and Analysis, and Obsolete Equipment Management.

• Program/Project Management of industrial maintenance functions.

• Program management, implementation, and training for Reliability-Centered Maintenance

(RCM), Condition-Based Maintenance (CBM) and predictive maintenance. Extensive

experience in asset-specific maintenance procedure development via RCM/CBM facilitation.

• Repair Parts/Spare Parts Inventory Management and Warehousing Operations.

TMMG is uniquely qualified to provide WSF with support services specifically tailored to the

requirements and needs of the Vessel Maintenance and Preservation Program. TMMG is

comprised of a group of professionals with tremendous personal experience and knowledge in

maritime vessel engineering and maintenance. They are experts in the challenges of operating and

maintaining maritime vessels in any environment. The TMMG staff is very passionate about

bringing our energy and ideas to the WSF Vessel Maintenance and Preservation Program.

TMMG’s breadth of maritime vessel and transportation maintenance program experience,

combined with the specific skills and experience of our personnel offers a decided advantage for

the WSF Vessel Maintenance and Preservation Program. The unique characteristics that enable

TMMG the offer Best Value Solutions across all WSF Program elements include:

Approach – tried and proven. Strong client partnering and collaboration define our approach;

traits based on our rock-solid foundation of providing years of maintenance thought leadership and

hands-on support underpinned with best-practice techniques such as Condition-Based

Maintenance (CBM), RCM, and risk analysis. Where training solutions are key, we incorporate

our extensive experience in designing and delivering classroom and web-based training solutions.

Our collaborative approach will ensure buy-in from WSF.

Past Performance – unparalleled. Our thought leadership in disciplines such as Reliability-

Centered, Condition-Based, Predictive, and Preventive Maintenance has saved, or generated

additional revenue, on the order of tens of millions of dollars for our customers. We also offer

extensive workforce analysis, IT tool development and improvement and staffing experience.

Best Practices – integrated in everything we do. Identifying, selecting, and implementing Best

Practices to improve maintenance efficiency and effectiveness is the goal for TMMG in providing

WSF professional support for the Vessel Maintenance and Preservation Program. We know and

utilize industry Best Practices in both and government business sectors. We do it as a matter of

course, leveraging Best Practices to provide the Best Value for all our clients.

Our People – dedicated and committed. The factor that will ultimately determine the quality of

project execution and delivery, and is the basis for a long-term partnership, is the capability and

continuity of the personnel. TMMG offers a dedicated team of professionals with extensive

technical expertise across the full spectrum of WSF Program needs.

Cost – structured to establish and sustain a long-term partnership. We believe we provide the

Best Value to WSF. To reduce your risk in selecting TMMG, we will leverage the products,

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lessons learned and methodologies employed during our numerous government and transportation

engagements to streamline our process and maximize the WSF’s Return on Investment (ROI).

1.2 TMMG – Prime Consultant

First and foremost, The McHenry Management Group (TMMG) is a Maritime Company. Our

core competencies include all elements of lifecycle asset management and integrated logistics

support from conception through sustainment to disposal/disbursement. We have extensive

experience in:

• Lifecycle engineering program development/improvement/management.

• Maintenance/Asset Management program development, improvement, execution and metrics.

• Naval Architecture, including system design/development/test/implementation/activation.

• Reliability-Centered Maintenance (RCM) analysis and procedure development.

• Condition-Based Maintenance (CBM), including Predictive Maintenance, program

development, implementation and management.

• Root Cause Failure Analysis (RCFA) program development, training and execution.

• Program management, including strategic assessment, evaluation and implementation and all

forms of administrative support.

• Policy development and implementation.

• Information Technology development, improvement, and management.

TMMG’s past performance includes serving as prime contractor for the USCG on three, five-year,

multimillion-dollar Blanket Purchase Agreements (BPA) covering Logistics Support Services

(LSS), CBM, and maintenance and engineering services for the Surface Forces Logistics Center

(SFLC), and a prime contract award supporting the Coast Guard Acquisition Directorate. We are

currently the prime contractor on a BPA to provide logistics, maintenance, and engineering

services for the Coast Guard’s Surface Forces Asset Project Office (APO) to assist them with their

mission of supporting assets as they transition from acquisition to sustainment. We also provide

acquisition, engineering, and logistics support as a sub-contractor on numerous Coast Guard tasks

executed through the TABSS and OASIS contracts. We serve as a subcontractor on multimillion-

dollar Naval Sea Systems Command (NAVSEA) contracts for new construction, post-delivery,

and in-service availability management for DDG-51 and LCS-1/2 Class ships at multiple CONUS

locations. We provide engineering & modernization services to the U.S. Navy’s Military Sealift

Command (MSC) and have served as the prime contractor for RCM and CBM program

implementation at Amtrak and the North Carolina Department of Transportation Rail Division.

TMMG’s expertise in the areas listed in the WSF Vessels Department Project Description is

provided below. TMMG has been providing these services since its inception in 2008:

A. Asset Management:

• Enrolling assets and components within an Enterprise Asset Management (EAM) system.

• Developing, updating and maintaining configuration data.

• Developing and implementing maintenance control business practices which monitor

maintenance completions as well as update update/refresh data onboard supported assets.

• Identification and implementation of practices to develop and maintain a Maintenance

Requirements List to support both organizational and depot-level maintenance.

• Mapping maintenance history to EAM IT tools.

• Identify practices which provide maintenance completion compliance feedback to supported

assets and improve maintenance compliance to achieve goals.

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• Identify and compile maintenance measures and data to implement customer mission model.

• Identify and implement practices which incorporate the maintenance information to support

decision-making and support metrics development such as cost per operational hour.

• Data cleansing to ensure compliance and accuracy of data within the EAM system.

• Data mining to support decision-making and modernization.

• Support new installations, updates and retirements.

• User training and training document development and deployment

• Application testing to support daily use, troubleshooting, and change deployment.

• Provide subject matter expertise in the development of Information System Requirements,

architecture, functionality and data warehousing. This includes compliance with governing

requirements such as ABS, USCG and FTA MAP-21 so assets are maintained in good repair.

• Design and deployment of revised or new application practices to support overall program

goals and provide support to field users.

• Facilitate meetings, and develop and maintain project plans that support requirements analysis

and improvement of logistics IT tools and usage.

B. Maintenance Procedure Development: Development of vision, strategy, policy and process

guides that support the applicable and effective development and execution of maintenance

procedures that leads to a program that meets customer needs and mandated requirements.

Application of RCM principles including associated documentation to create a maintenance

requirements list for preventive and corrective tasks to be accomplished organically, or by outside

activities (e.g. commercial shipyard). Analysis is accomplished based on customer defined or

created configuration hierarchy, i.e.: work breakdown structure (WBS), partitioned into systems,

sub-systems and components that describe an asset (e.g. ship class). This is followed by creation

of functional block diagrams, Failure modes and effects analysis and decision logic tree analysis.

The analysis can be used to identify time directed, on-condition tasks condition monitoring,

predictive tasks and operate-to-failure tasks. For in-service systems and equipment, a streamlined

version of the above process can be applied at the customer’s discretion. Either way, the process

is used to create a set of requirements that optimize system and equipment reliability, safety and

compliance while providing an affordable maintenance platform. TMMG also conducts periodic

maintenance reviews based on operational experience to further improve maintenance programs.

TMMG’s experience in developing maintenance procedures covers all ship disciplines including

main propulsion, auxiliary, electrical, electronics and structural. TMMG has developed thousands

of procedures identified by maintenance requirements for USCG, Navy, equipment manufacturers

and other transportation agencies. Procedures are written as standalone documents developed by

subject matter experts per customer guides with the use of technical manuals, drawings,

specifications, historical documentation, visual examinations, and knowledgeable experience of

the systems and equipment. Procedures include all required information for execution, recording,

tracking, planning, scheduling and developing metrics and trends. In addition to detailed step-by-

step procedures, references to their procedures, warnings, cautions and notes, lockout tagout

requirements, tools, special tools, consumables, parts, resource requirements (level and type)

including labor estimates, duration and scheduling for a specific system/equipment asset

configuration. Data collection and signoff requirements are also included. Graphics, illustrations,

photos, etc. needed for clarification are also created and included in the procedures. Quality

assurance checklists are used to ensure procedure standardization and compliance with

requirements. TMMG supports maintenance procedure validation and promulgation.

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C. Vessel Maintenance Contract Development: TMMG has extensive knowledge and

experience of principles, practices and techniques of ship repair, non-destructive testing and other

principles unique to the maritime industry including knowledge and experience with commercial

and military safety and engineering standards. In addition, TMMG has knowledge and experience

in Federal Acquisition Regulations regarding purchases and contracts and their applicability to

ship repair contracts and purchases. TMMG also has the capability to perform market research and

supply research to obtain pricing information and prepare purchase request documents to procure

commercial spare parts, technical items, and all other necessary supplies and services for planned

ship repairs and casualty response activities. These result in the development of repair

specifications (statements of work) for IDIQ and Blanket Purchase Agreements. TMMG capability

includes and experience includes a wide range of engineering for dockside and dry-dock

availabilities including HM&E systems.

D. Root Cause Failure Analysis: Reliability physics identifies the failure mechanisms of failed

systems, equipment, parts and materials through physical, chemical and or electrical failure

analysis techniques. Root cause analysis seeks to identify and correct the basic underlying cause

of failures. TMMG has expertise and has developed RCFA procedures and provided training for

the maritime industry. TMMG has also conducted numerous RCFA analyses covering shipboard

equipment and trains. TMMG has the expertise and capability to create an optimum process that

that covers WSF needs based on the significance of each failure event in terms of adverse effects

on personnel safety, regulatory compliance, mission and program cost. TMMG has typically

developed and facilitated training with workshops and an exam, all of which can be accomplished

in two-day period.

E. Vessel Spare Parts Inventory Management: TMMG has the capability and expertise to

support the functions related to management of spare parts inventories to support vessel

maintenance and preservation programs. TMMG has been providing these services to support

improvement initiatives within the USCG and other transportation agencies. TMMG has expertise

to provide support in the following areas:

• Review and assessment of asset inventories. Review and verify that proper inventory levels

are loaded into EAM system and that proper status reports are provided on a routine basis.

• Provide a baseline inventory and analysis of all parts with the goal of identifying correct

levels to accommodate scheduled maintenance and demands needed for corrective actions.

Recommend corrective actions and implement actionable decisions to achieve proper levels.

• Assess and develop internal inventory processes to include reporting, tracking and analysis

and compliance with DOT requirements. Capture and validation of all inventory parts

information, stocking levels and identify obsolete/surplus parts and assist in proper

disposition. Tie inventory parts and special tools to associated maintenance procedures and

ensure that they are included in EAM system.

• Conduct study of current material control/inventory tasks to determine whether current

manning levels are appropriate. Make recommendations based on findings.

• Review inventory items for current industry price, and part numbers. Make recommendations

as appropriate for each item regarding moving price for each inventory item in order to

establish best estimate of overall inventory value.

• Develop a program tailored to WSF that covers all inventory management functions in a way

that maximizes customer service while minimizing inventory dollars and will include

development of overhaul specifications and a quality assurance program for repairable items.

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F. Configuration and Obsolescence Management: TMMG understands that configuration and

supportability/obsolescence data is critical to providing timely, cost-effective asset support and

that the problem of keeping data current becomes more challenging with asset age. Physical

configuration validations are typically conducted through-out the life of a product and/or service

to document changes of the physical item that have occurred over time and to manage the integrity

of the data contained within the logistics support information system. Specifically, that the

configuration decomposition (tree), on-board parts, spare parts, supplies, drawings and technical

manuals are accurately reflected in the information system used to manage logistics support.

TMMG has the expertise and capability to conduct on-board configuration validations using a

validation aid form produced from information produced from existing WSF logistics system, or

create a tailored form from our experience in performing equipment validations.

TMMG has conducted numerous equipment supportability/obsolescence reviews for USCG aging

fleet. To accomplish these reviews, TMMG has developed and deployed an electronic form and

then provided follow-up with equipment manufacturers to identify how long equipment will be in

production, how long the equipment will be logistically supported (spare parts, repair parts,

documentation, etc.) and the lead time for the equipment. Results would be captured in a database

and demand history used to identify adverse supply support trends and recommend alternatives.

G. Business Process Development: TMMG has documented numerous business processes, and

developed process guides, for the USCG and other agencies that cover a wide range of activities

like those provided by the WSF Vessels department. Processes cover all the details necessary for

accomplishing activities defined in collaboration with the customer. Examples of business process

guides developed by TMMG include:

• Maintenance Management • Corrosion prevention and Control

• Configuration Management • Condition-Based Maintenance Engineering Changes

• Asset Management • Supply and Inventory Management

• Root Cause Failure Analysis

H. Business Case Cost-Benefit Analysis: TMMG has the full capability to perform Business-

Case Cost-Benefit Analyses covering business operations, organization and/or technical issues.

TMMG has experience performing these analyses for the Coast Guard and MSC.

I. Maintenance Staff Short Term Staffing Support: TMMG has supported temporary

staffing needs for USCG, MSC, NCDOT and other agencies. TMMG has access to personnel to

support the full range of technical, analysis, administrative or other business needs. At WSF

discretion, when assignments are completed these personnel can be returned to TMMG or

provided to WSF as permanent hires.

1.3 Emprise Corporation – Sub-Consultant

Emprise Corporation, incorporated in July of 1987, has over thirty (30) years’ experience providing

Computer Maintenance Management Systems and Engineering and Engineering Technical

Services to U.S. Government and commercial customers. Emprise Corporation possesses a rare

combination of expertise in Information Systems Technology, Maintenance and Reliability

Engineering, Marine and Technical Services .

Emprise Corporation currently performs work under several U.S. Government and Commercial

contracts, employing over fifty (50) personnel comprised of degreed engineers, U.S. Navy veterans,

and USCG licensed Merchant Marine engineers. Emprise Corporation’s licensed marine engineers

are very familiar with the administration, operation, maintenance, repair and performance of ships,

ship checks, and ABS/USCG inspections and material assessments. This experience results in Test

and Inspection reports that include detailed analyses, recommendations and summary information.

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Emprise Corporation has extensive experience providing reliability engineering, maritime

maintenance, equipment diagnostics, and Computerized Maintenance Management Systems and

strives for economical use of available resources and adherence to RCM principles, providing

customers timely, cost effective service while supporting a robust preventive, predictive, and

condition-based maintenance philosophy.

Emprise Corporation has been extensively involved in the development of condition-based and

predictive maintenance technologies, such as onboard Vibration and Thermography surveys, Diesel

Diagnostic data collection and Reciprocating Engine Analysis, and Hydraulic and

Lubricating Oil Analysis Programs. Emprise Corporation has implemented existing knowledge

engineering diagnostic systems in vibration and oil analysis software (OAS) systems, including

research and analysis of General Motor’s original “Charlie System” for Technology for Energy

Corporation in the early 1990’s, implementation of existing systems for the MSC, and the recent

development of a paper entitled “Lube Oil Analysis Neural Network Pattern Matching”. Emprise

has taken a lead role in the development, implementation and maintenance and support of

condition-based programs, engineering test plans, report generation and data submission. For

example, as the manufacturer/supplier of Vibration Data Collectors (ViPRe) and Emprise Logbook®

Data Collectors, Emprise is uniquely positioned to provide prompt and proficient support, including

in-house testing, maintenance and calibration for data collector equipment and sensors.

In addition to Emprise Corporation’s extensive experience with the installation of engineering

maintenance management systems onboard all classes of vessels, its staff includes software

developers, database administrators, and systems analysts that provide key areas of expertise in

enterprise level maintenance management information systems. For example, as the lead developer

and administrator of the Military Sealift Command’s CMMS database, Emprise administers

and maintains consolidated and remote vessel databases, the conversion of all legacy data,

extraction of shipboard databases, database maintenance, upgrades, and replication between ship

and shore using the Emprise Secure Transfer Agent (ESTA™). Programs such as Emprise

Logbook®, Emprise ShipsLog®, Emprise ViPRe™, eConsole™ and Emprise Secure Transfer

Agent (ESTA™), are Emprise Corporation commercial off the shelf (COTS) products.

1.4 GW Frost & Associates – Sub-Consultant

GW Frost & Associates (GWFA), established in January 2012, is a multi-service consulting firm

with over five years experience providing, to public and private sector clients, strategic advice for

and/or administration of inclusive community outreach, marketing and communications

campaigns; real estate acquisition; due diligence/development feasibility analyses, survey and

design phase coordination; land use/ construction permit applications and submittals; Women and

Minority-Owned Business (WMBE) inclusion planning and implementation; small business

management support, marketing and communications, government and community relations; staff

recruitment; and technical assistance with WMBE inclusion/subcontracting participation. GWFA

facilitated community efforts to revamp the City’s annual charitable giving campaign for the City

of Seattle Employment Involvement Committee. GWFA is certified in group process/conflict

mediation.

The GWFA principal consultant, George Frost, has experience supporting asset management of

transportation infrastructure projects. He has more than 20 years’ experience in support of

planning, design, construction, close-out and initiation of public projects aimed at maintaining,

modifying, upgrading, replacing, and/or producing new transportation infrastructure facilities. Mr.

Frost, has experience relevant to the specific tasking for the WSF Vessel Maintenance and

Preservation Program Support, including expertise in marketing and communications for

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implementing new business processes and change management; recruiting support to fill short-

term critical maintenance staff vacancies; leasing support for conference room space, as-needed.

Mr. Frost also can secure space daily for the term of the contract, if necessary.

GWFA is certified by the State of Washington as a Minority Business Enterprise (MBE

M3M0023715) and Disadvantaged Business Enterprise (DBE D3M0023715).

1.5 Projects Completed Within Last 3 Years

1.5.1 TMMG Project – U.S. Coast Guard Surface Forces Logistics Center (SFLC) under

the Logistic Support Services

Contractor: The McHenry Management Group, Inc. (TMMG)

Contract Number: HSCG40-10-A-61001

Period of Performance: 23 December 2009 through 22 December 2014

Dollar Amount at Completion: $59,473,283.83

TMMG provides a variety of technical, engineering, logistics and business services for the Coast

Guard Surface Forces Logistics Center (SFLC) under the Logistic Support Services Blanket

Purchase Agreement (BPA). This work includes executive level support for the SFLC command

cadre. Our personnel played a primary role in the successful planning and execution of an

enterprise-wide reorganization of the SFLC in 2010-11. This reorganization involved a total

transformation of the methodology by which logistics services are provided to the Coast Guard’s

2100+ surface ship assets. TMMG’s support to the executive suite, thought leadership, and

administrative expertise was critical to reorganizing a nationally-distributed workforce of over

2,700 engineering personnel. TMMG led the production and revision of the master project plan

for enterprise-wide transformation, and played a primary role in winning executive support for the

critical 2011-12 strategy revision to leverage the SFLC’s Oracle-based logistics business tool suite

as the enterprise system to support the transformation. TMMG assisted the SFLC Executive

Deputy to integrate a multi-year project plan into a semi-annual schedule of transformation goals

and milestones, enabling management focus at bi-weekly Executive Steering Committee meetings,

and strategically synchronizing the 6-month plans with semi-annual Headquarters Program

Management Reviews. Our personnel produced and facilitated the SFLC Command’s presentation

of over two-dozen executive level briefs for flag-level VIPs from Coast Guard, Department of

Homeland Security, Department of Defense, Congressional delegations and visiting dignitaries.

Additionally, TMMG developed methodologies to accurately identify, collect, analyze and

consistently present organization wide Critical Success Factors such as Operational Availability

(A0) and Maintenance Cost per Operating Hour measures along with activity metrics to track

Depot Maintenance productivity and Engineering Support activities.

TMMG personnel organize, coordinate, facilitate, and document SFLC management meetings and

working group sessions to support SFLC in implementing Coast Guard logistics modernization.

TMMG maintains and uses CG-provided tools to schedule meetings, notify participants, post

agenda materials, and capture minutes and other artifacts for all meetings. Support includes:

• Agenda preparation • Participant solicitation

• Preparation of conference materials • Issue research

• Task management • Presentations

• Intranet posting of group materials • Meeting minutes

• Live meeting, teleconferencing and VTC arrangements • Professional facilitation

In addition to strategic vision and organization wide business plan consulting services, TMMG

organizes, coordinates, facilitates, and documents SFLC work sessions to support planning,

updating and tracking of SFLC’s Plan of Action and Milestones (POAM) for implementing the

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Coast Guard logistics modernization. TMMG also provides support to prepare for Logistics

Compliance Inspections (LCIs) conducted by SFLC at Coast Guard units across the nation. This

includes pre-LCI assessments, identifying and analyzing logistics compliance issues, and

facilitating the development of after action plans designed to mitigate unit or system shortcomings

identified during the compliance inspections.

1.5.2 TMMG Project – Military Sealift Command – Engineering Directorate, Ship

Inspections Branch (SIP) Shipboard Inspection Programs


Contract Number: N00033-14-D-8035

Period of Performance: 25 November 2013 through 28 February 2017

Dollar Amount at Completion: $7,404,029.26

TMMG provides technical expertise to MSC’s Engineering Directorate, Ship Inspection Branch

by assessing the material readiness of the MSC fleet. We provide this support through extensive

equipment testing and structural surveys and are responsible for inspecting designated ships and

reporting inspection results to command leadership, Program Managers, Class Managers, and U.S.

Navy Board of Inspection and Survey (INSURV). Significant deficiencies are identified and

tracked to resolution; equipment and system demonstration procedures are developed and refined;

and administrative material is prepared.

TMMG provides worldwide support in the areas of engineering services; marine surveys; material

condition surveys and inspections; technical/engineering analyses; root cause analyses; technical

and administrative support for tests, surveys, inspections reports.

TMMG is responsible for marine, hull, mechanical and electrical (HM&E), and electronic systems

engineering tasks, including surveys, studies, analyses, ship checks, and technical reports in

support of material readiness. Significant work and accomplishments include:

Performed a study of USNS ZEUS vessel’s major electrical systems. Quantified/documented

findings. Using these findings, developed improvement plans to help ensure that the thirty-three

(33) year old USNS ZEUS can meet mission requirements with a high degree of reliability

throughout the 20-year term of the life extension period.

Performed a pier side and underway Material Readiness Evaluation (MRE) of the thirty-one (31)

year old USNS MERCY to identify essential repairs and upgrades required to major vessel systems

onboard the MERCY and to update the previous 2011 Supportability Study and to support an Out-

Year Engineering Requirements Assessment (OERA) for the MERCY to extend operation through

the year 2035. This survey included main propulsion, auxiliaries, habitability, communications,

navigation, and all electronic & electrical systems.

Accomplished shipboard testing and inspection surveys worldwide, across all MSC ship

classes/platforms, including MRE, SMART, Thermographic Analysis Surveys, Contract Operator

Onboard Condition Inspections, and Torsionmeter Full Power Run Testing. Develop and distribute

test and inspection reports that contain all objective test data; corresponding design data and

conclusions; system structure based on comparison of design data with actual data; and machinery

efficiency analyses and recommendations.

Accomplished test plan development and maintenance, including Material Readiness Evaluations

(MRE) and Shipboard Material Assessment and Readiness Training (SMART) test plans. Review

existing ship inspection test plans for various MSC ship classes and update to better represent the

operating parameters of the equipment. Upgraded the test plan data collection process to support

evaluation of the equipment. Review the criteria for acceptability/non-acceptability of the

equipment performance with an emphasis on providing accurate ship material condition and

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mission readiness assessments; provide timely, useful life cycle management information for

maintenance and repair planning and execution.

Developed American Bureau of Shipping (ABS) approved, HM&E and electronic system/

equipment technical manuals, installation/alteration drawings, test plans, work items and

associated estimates. Develop drawings utilizing our in-house AutoCad® and SKM expertise.

Supplied engineering and technical expertise on power generation, distribution, control and

monitoring; navigation and communications; system engineering functions; modifications to hull

structure, foundations; and heating, ventilation and air conditioning (HVAC) systems.

Provided naval architecture and engineering studies, analyses, ship checks, and technical reports.

TMMG provided engineering and technical support to USNS GUAM (HST-1) in the areas of naval

architecture and anchor handling systems including anchor windlasses, anchor chain and fittings,

anchor handling system design, anchor design, anchor hawse pipe and bolster design, and ABS

Rules associated with equipment and structure.

Provided MSC with support to track the status of ongoing alterations to USS MOUNT WHITNEY

(LCC-20) including the development of new alteration work scopes and review of engineering

deliverables associated with alteration work packages (AWP); development of engineering

Performance Work Statements to obtain alteration design services; tracking the status of ongoing

and planned TRANSALTs; completing TRANSALT documentation and routing drafts for

approval; conducting engineering reviews of AWPs, including engineering drawings, shipyard

cost estimates, ABS correspondence and approvals, calculations, feasibility studies and vessel

condition reports, and providing comments; disseminating alteration work packages within the

LCC-20 Project Team for technical review and tracking status of review responses; coordinating

delivery of logistic-related alteration submittals including technical manuals and technical support

documentation to MSC Logistics Directorate; coordinating with the MSC Technical Library and

processing requests for alteration drawing numbers and drawing submittals; and conducting ILO

Supply Audits.

Provided engineering design services to develop and revise engineering drawings and develop

work packages to correct regulatory and operational deficiencies in a variety of HM&E,

automation [Multi-Role Tanker Transport (MRTT)], interior communications (IC), and electronic

systems. TMMG provided Motor controller replacement and documentation upgrade for T-ARS

class ships and electrical power modification for PA/GA and PBX and audible warning system

upgrades on T-AKE class ships.

Performed a Root Cause Analysis of the JHSV stern ramp slewing cylinder padeye failure on

board USNS FALL RIVER (T-EPF-4). Provided “on-site” recommendations for removal and

replacement of the failed padeye; proper weld procedure, and interim daily status reports. Gathered

technical documentation and recorded observations for the possible reason(s) for the failure.

Submitted Preliminary Observation Report within three days of completion of the ship check.

Delivered failed pad eye to a metallurgical laboratory for failure analysis and prepared and

delivered the final Root Cause Analysis Report to MSC.

Work performed under this contract is governed by COMSC Instruction 4700.2H, ABS, USCG

regulations, and the International Convention for Safety of Life at Sea (SOLAS) requirements.

1.5.3 TMMG Project – NCDOT Rail Division, Piedmont Service Maintenance

Improvement Initiatives


Contract Number: N/A – Subcontract to Simpson Engineers and Associates

Period of Performance: 01 May 2015 through 30 April 2016

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Dollar Amount at Completion: $927,417.10

TMMG was contracted by NCDOT Rail Division, through a subcontract with Simpson Engineers

and Associates, to conduct a series of maintenance improvement initiatives for the NCDOT Rail

Division’s Piedmont Service. These included:

Performed a series of Maintenance Effectiveness Reviews (MER) with the NCDOT Rail

Operations Section and the senior staff of the Maintenance Contractor. TMMG utilized RCM

processes to develop a complete set of Maintenance Procedures (MP) that addressed the complete

maintenance cycle for NCDOT locomotives and passenger rail cars.

Performed a resource analysis of the data from the MP RCM process led to a reduction in

locomotive tasks by 42.1% and where NCDOT realized a 46% reduction in man-hours to perform

locomotive maintenance annually. TMMG’s efforts resulted in a 29.9% reduction in passenger car

tasks and led to the realization that each passenger car would only require 98.8 man-hours of

maintenance per year or 1877.2 man-hours for all NCDOT passenger cars.

Established a Maintenance Management System within NCDOT’s SAP system by integrating the

NCDOT-approved maintenance procedures into SAP, thereby easing NCDOT’s implementation

of the procedures.

Developed a “Continuous Maintenance” regime for NCDOT to optimize the available man-power

and rolling stock in support of the desired expansion to a third daily train in 2017; and perhaps a

fourth daily train in 2020.

Facilitated NCDOT’s development of a 5-Year Strategic Plan, supported by Road-Maps and

Action Plans to pursue long-term goals of expansion and continuous improvement.

Developed Key Performance Indicators that NCDOT Rail Operations could utilize to achieve the

stated goals in the Strategic Plan.

While accomplishing the Maintenance Improvement Initiative Tasks, an additional effort was

identified by NCDOT that required TMMG to rapidly address the NCDOT Rail Division’s

Inventory Management System. This modification to the initial tasking called for the resolution

of standing inventory management issues that related to:

Identification and serialization of passenger car/locomotive wheelsets. This required TMMG to

modify the Inventory Management System in SAP to account for these as State Assets.

Identification of maintenance parts for each locomotive/passenger car maintenance procedure.

Identification, auditing and completing an accounting of Capital Yard material inventory. This

required TMMG to conduct multiple inventories of the NCDOT Material Control Warehouse.

Integration of a validated parts inventory into NCDOT’s Inventory Management System.

Development and implementation of a comprehensive Inventory Management Program for

NCDOT Rail Operation.

1.5.4 Emprise Corporation Project - Military Sealift Command SAMM System Support

Contractor: Emprise Corporation

Contract Number: N00033-13-R-8005

Period of Performance: 19 Nov 2013 through Present

Dollar Amount at Completion: >$30,000,000.00

Asset Management: Emprise uses the customer’s enterprise Computerized Maintenance

Management System to develop life cycle, cost, and budget planning. These efforts include the

identification of maintenance plans requiring industrial assistance, associated work specifications,

and historic/projected cost data to be used in long term budget preparation. Emprise promotes the

use of CMMS data to develop reliability metrics and combines preventive, predictive, and

condition-based maintenance towards improving equipment and system performance reliability.

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Emprise also performs all CMMS database maintenance, including virtual technical libraries,

maintenance and repair records, and equipment/software configuration.

Reliability Engineering: Emprise uses a Reliability Centered Maintenance approach to determine

acceptable levels of risk, equipment criticality and levels of repair, establish maintenance

procedures, and develop mitigation strategies. Emprise uses condition monitoring data (e.g.

Vibration, Insulation, Lube Oil, and Diesel Engine Analyses) to schedule condition-based

maintenance and support Root Cause Analysis of failures. Emprise also provides user training to

allow local optimization of workforce maintenance assignments, and addresses integrated user

feedback that supports continuous process improvements.

Maritime Maintenance: Emprise develops and updates equipment and system maintenance

procedures and inspection plans for over 100 vessels. Emprise provides training to customer’s and

contract operator port engineers on preparation of contract specifications for maintenance and

repairs, and equipment test procedures. Emprise has also provided port engineering services and

subject matter experts, including remediation services, auditors and incident investigators under

this support contract.

Logistics and Inventory Management: Emprise provides logistical technical support for the

Navy’s Replenishment-at-Sea Planner (RASP) program, which optimizes asset management of

MSC replenishment vessels. Emprise manages logistical databases containing ship and shore

inventories of equipment and spare parts in support of vessel maintenance and preservation

programs. Emprise also maintains customer equipment inventories, validates shipboard

equipment/software configuration, and is required to conduct spare part inventories upon request.

CMMS: Emprise installs, updates, maintains, and trains shipboard personnel in the use of the

MSC’s enterprise Computerized Maintenance Management System. Emprise uses the CMMS to

document maintenance and repair history to support regulatory body requirements, and uses

metrics derived from this data to improve lifecycle costs and asset reliability. Emprise monitors

the CMMS program to ensure the proper handling of repair and alteration requests, and assists in

the analysis of condition monitoring and trend analysis.

1.5.5 Emprise Corporation Project – Great Lakes

Contractor: Emprise Corporation

Contract Number: Various

Period of Performance: 2001 to Present


Asset Management: Emprise provides condition monitoring to support the customer’s use of

reliability metrics to improve life cycle asset management.

Reliability Engineering: Emprise uses Reliability Centered Maintenance principles in the

development of the customer’s condition monitoring program. Emprise performs Root Cause

Failure Analyses and has developed alternative maintenance plans for vital systems and

equipment. Emprise performs Vibration Analysis, Thermographic Analysis, Equipment

Calibration and ABS PMP Program support for the 9 vessels of the Key Lakes Shipping, Great

Lakes fleet. This includes full analysis and reporting on Quarterly Vibration Surveys conducted

by ships force and Annual Vibration and Thermographic Surveys conducted by Emprise

Corporation, an ABS External Specialist for Vibration, Thermography and Lubricant Analysis;

in support of the vessel enrollment in the ABS PMP program.

Maritime Maintenance: Emprise has developed and performed maintenance procedures for the

ABS PMP program.

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Logistics and Inventory Management: Emprise provides logistic support and calibration of

Vibration Monitoring and Reciprocating Engine Analysis equipment for the customer’s fleet.

Computerized Maintenance Management Systems: Emprise maintains a database of their

condition monitoring program in support of the customer’s CMMS.

1.5.6 GW Frost & Associates Project – Seattle DOT Multimodal Corridor Program

Contractor: GW Frost & Associates

Contract Number: N/A

Period of Performance: 01 March 2015 through 30 April 2017


Provided professional Asset Management support services (e.g., maintenance and improvement

of existing transportation infrastructure) for the Seattle Department of Transportation (SDOT)

through a subcontract with Stepherson and Associates. Led public outreach to support developing

plans for improving East Marginal Way S., a major freight corridor for trucks that provides access

to Duwamish waterfront industrial businesses.

Developed and conducted a door-to-door survey of businesses along the corridor to gather

information from this key stakeholder group to help shape project priorities and design direction

for future project improvements.

Assisted in planning and carrying out other outreach activities designed to gather input for

assessment of existing conditions along the freight corridor.

1.5.7 GWFA Project – Mill Pond Dam Removal and Habitat Restoration Project

Contractor: GW Frost & Associates

Contract Number: N/A

Period of Performance: 25 June 2015 through Present

Dollar Amount at Completion: $13,000,000.00 at completion

Contracted by Seattle City Light (SCL) to provide professional Asset Management services

through a subcontract with Envirocon, Inc., GWFA assisted in the development and

implementation of a women and minority-owned business enterprise (WMBE) Inclusion Plan for

subcontracting work for design/build project.

Researched and conducted outreach to WMBE to determine their willingness and capabilities to

submit subcontract bids for future construction opportunities.

Assisted Contractor in strategizing about scope and schedule for recruiting WMBE firms

Assisted Contractor after successfully winning bid to prepare a Social Equity Plan which

included a mentoring component for subcontractors.

Researched, developed, and began implementing a plan for the Contractor and GWFA to

participate in events and meetings of key minority business organizations.

Assigned to prepare subcontractor recruitment advertisement in the Daily Journal of Commerce

and Ethnic Media outlets.

Responsible for being familiar with underutilized WMBE firms.

Responsible for outreach to qualified WMBE subcontractors when replacement subcontractors

are required during execution of work.

1.6 Office Locations Nationwide

1.6.1 The McHenry Management Group (TMMG)

OFFICE LOCATIONS EXPERTISE AVAILABLE AT EACH LOCATION

Corporate Headquarters:

600 Independence Parkway,

Suite 105, Chesapeake, VA 23320

Systems Engineering Services, Life Cycle Management,

Maintenance Engineering, Industrial Operation Planning

May 9, 2017

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Number of Employees: 55 and Oversight, Program Management Services, Logistics

Support Services,

District of Columbia Satellite:

1100 New Jersey Ave. SE, Suite

200

Washington, DC 20003

Number of Employees: 19



and Oversight, Program Management Services, Logistics

Support Services, Surface Training System Development

(MPT/NTSP/FEA)

Maryland Satellite:

709 East Ordnance Road, Suite

504, Baltimore, MD 21226




and Oversight, Logistics Support Services

Philadelphia Satellite:

4601 South Broad Street, Suite F

Philadelphia, PA 19112


Marine Engineering, Diesel Engineering

1.6.2 Emprise Corporation


Corporate Office:

7 Lorenz Parkway,

Ledyard, CT 06339


Software Maintenance, System Analysis /Development,

Automated System Design/Integration, Programming,

Predictive Maintenance, Vibration Analysis,

Thermography, Oil Analysis, RMand A Support

Virginia Satellite:

600 Independence Parkway,

Suite 102, Chesapeake, VA 23320


Software Maintenance, System Analysis /Development,

Automated System Design/Integration, Programming,

Predictive Maintenance, Vibration Analysis,

Thermography, Oil Analysis, RMand A Support

1.6.3 GW Frost & Associates (GWFA)


Corporate Office:

14322 Admiralty Way, #28

Lynwood WA 98087


Planning/implementation of public outreach strategies; Land use

planning; permit procurement; project coordination; design and

build consulting of residential, commercial and mixed-use

projects; diversity business recruitment for DOT, etc.;

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1.7 Team TMMG Organizational Chart

1.8 Availability of Key Staff and Resources

Team TMMG has numerous additional resources with similar skill sets to support individual

WSF Task Orders as required.

2.0 QUALIFICATIONS OF PROPOSED PROJECT MANAGER [Scoring Criteria 2]

The TMMG Project Manager for the WSF Vessel Maintenance and Preservation Program Support

effort is Mr. Porter William (Bill) Lewis. Mr. Lewis is a graduate of United States Naval Academy

with a degree in Marine Engineering (Received: 1981). He holds a Master of Engineering

Management (MEM) from The George Washington University (2000); Master of Business

Administration (MBA) from the Florida Institute of Technology (2002); PMI® Project

NAME FIRM LABOR

CATEGORY HRS AVAILABLE PER MONTH

Matthew McKeon TMMG Principal 20

Bill Lewis TMMG Project Manager 160

Michael DeSanctis TMMG Sr Reliability Engineer 160

James Kennedy TMMG Reliability Engineer 160

Samuel Grinvalsky TMMG Junior Engineer 160

Al Murray TMMG Junior Engineer 160

Dan Rucker TMMG Junior Engineer 160

Allen Mordica TMMG Junior Engineer 160

Jim Borell TMMG Senior Consultant 20

John Knox Emprise Reliability Engineer 80

May 9, 2017

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Management Professional (PMP) Certificate (2010, current to 2019), and NAVSEA Levels I

(2015) and II (2013) RCM and DoD Business Process Re-engineering (2001) Certifications.

Mr. Lewis served as an active duty Naval Officer for more than 25 years. Service includes several

shipboard tours and command of a U.S. Navy ship. Throughout his Naval career, Mr. Lewis

managed numerous significant efforts that honed and demonstratively highlight his skills as a

professional Project/Program Manager.

Upon retirement from Active Duty with the U.S. Navy, Mr. Lewis first worked as a Senior Project

Manager and Power Plant Outage Manager for the Exelon Corporation. Following these efforts,

Mr. Lewis became a Project Manager/Sr. Project Manager for several major companies that

provide professional engineering and professional support services for the Department of Defense

(DoD). Lewis’s background is replete with service as a Project Manager for numerous engineering

and business process development efforts over his thirty plus years of professional experience.

Project 1 (July 2014 – June 2015): As a Senior Naval Engineer with the Booz, Allen, Hamilton

Corporation (BAH), Mr. Lewis’ served as the Project Manager for a BAH Team tasked to perform

an in-depth, Business Case Analysis (BCA) regarding the best strategy for Commander, Pacific

Fleet (CPF) to exercise regarding the Fleet’s towing, salvage, and rescue (TSR) requirements when

faced with a planned reduction in its TSR fleet. In this role, Mr. Lewis’s roles included Project

Manager and Lead Engineer overseeing a Team of Analysts charges with researching and

analyzing volumes of data regarding actual utilization of the Fleet’s TSR assets, the associated

costs, the alternatives to status quo, and the impacts of the proposed alternatives.

Mr. Lewis, led a Project Team to conduct an in-depth BCA to detemine a optimal course of action

(COA) for CPF. The team developed a Microsoft Excel-based tool to analyze potential scenarios

matching the operational requirements. Mr. Lewis and his team analyzed four (4) potential COAs

agreed to by the client. In June 2015, the Project Team presented its findings and CPF subsequently

accepted the final recommendation and implemented the selected COA.

During this Project, Mr. Lewis was responsible for determining the scope and tasking of the

Project. He managed both personnel and financial resources (budget) in order to match the

Project requirements with resources utilization. He coordinated directly with the client to ensure

Project Schedules were met and that Scope Creep did not become an issue for the Project. As the

Project progressed, Mr. Lewis ensured any needed Changes were absorbed into the Project Plan

without straining the schedule, the budget, or the resources. The final BCA was delivered to CPF

ahead of schedule and under budget. Ultimately, the professional analyses exercised by Mr. Lewis

and his team provided a “Best Solution” for the client, CPF.

Project 2 (June 2015 – May 2016): Mr. Lewis joined TMMG in June 2015 as the Project

Manager for the Piedmont Service Maintenance Improvement Initiatives for the North Carolina

Department of Transportation, Rail Division. Mr. Lewis’s roles included oversight of every aspect

of the contract delivery to NCDOT to include management of personnel and financial resources

(budget). Mr. Lewis continuously monitored the Project’s Budget and routinely adjusted to

ensure the budget limits were flawlessly maintained. He. established a Project Schedule up front

and ensured that the schedule was met, even when additional tasking was added. Mr. Lewis

controlled the Scope of Work and prevented Scope Creep so that is was never an issue. He

ensured appropriate changes were properly incorporated into the schedule seamlessly. He also

was responsible for dealing directly with the client in all matters and led what was naturally a

major Change Management effort.

The first element of this Project was for TMMG to facilitate the 20-year old rail operation in

developing detailed maintenance procedures for the fleet of locomotives and passenger rail cars

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by utilizing RCM principals. Mr. Lewis led the TMMG Team in conducting RCM training with

the NCDOT Rail Operations Division and senior staff of the Maintenance Contractor at the Rail

Yard in Raleigh, NC. Subsequently, TMMG performed a series of Maintenance Effectiveness

Reviews (MER) wherein TMMG utilized RCM to develop and validate a complete set of

Maintenance Procedures (MP) that addressed the complete maintenance cycle for the NCDOT

Piedmont Rail Service’s locomotives and passenger rail cars. Execution of the development effort

required Mr. Lewis to ensure that FTA, FRA and State regulations and procedures were met.

Mr. Lewis led the TMMG Team in performing a detailed resource analysis of the data from the

MER process led to a reduction in locomotive tasks by 42.1% which provided NCDOT a 46%

reduction in man-hours to perform locomotive maintenance annually. Further, TMMG’s efforts

resulted in a 29.9% reduction in passenger car tasks and NCDOT realized that each passenger car

would only require 98.8 man-hours of maintenance per year or only 1877.2 man-hours total for all

NCDOT passenger car maintenance per year; less than two (2) man-years. This was significant as

it assured NCDOT that additional maintenance personnel would not be required should they pursue

their goal of expanding to a third daily train in 2017; and perhaps a fourth daily train in 2020.

Mr. Lewis led the development of a “Continuous Maintenance” regime for NCDOT to optimize

the available man-power and rolling stock in support of the desired expansion. To solidify the

advantages that the validated PMs provided NCDOT, Mr. Lewis initiated a TMMG effort to

establish a Maintenance Management System within NCDOT’s SAP system by integrating the

NCDOT-approved MPs into SAP, thereby easing NCDOT’s implementation of the procedures.

This ultimately assured NCDOT that the maintenance contractor would utilize the MPs and that

the expenditure of repair parts could be tied directly to maintenance tasks.

Mr. Lewis directed the TMMG facilitation of NCDOT’s development of a 5-Year Strategic Plan

along with supporting Road Maps and Action Plans. These efforts were designed to assist NCDOT

pursue its long-term goals of expansion and continuous improvement. This effort included Mr.

Lewis directing the TMMG development of Key Performance Indicators (KPI) that NCDOT Rail

Operations could utilize to achieve the stated goals in the Strategic Plan.

In addition, NCDOT tasked TMMG to rapidly address NCDOT Rail Division’s inventory

management system. This modification called for TMMG to analyze and provide

recommendations for the resolution of standing inventory management issues. Mr. Lewis quickly

absorbed this additional set of tasks into the on-going project.

The project began the inventory management task with identification and serialization of passenger

car and locomotive wheelsets. NCDOT had determined these major assets were not properly

accounted for or managed. The effort required the TMMG to modify the Inventory Management

System in SAP to account for these as State Assets. TMMG developed a NCDOT Standard

Operation Procedure and a Wheelset Change-out Process Form for Rail Wheelset Management.

(Copies will be provided upon request.)

Mr. Lewis directed TMMG Inventory Management Team in identifying, auditing and establishing

a full accounting of the overall Capital Yard material/repair parts inventory. This required TMMG

to conduct multiple, complete inventories of the NCDOT Material Control Warehouse. Ultimately,

the Team established the precise identification of all maintenance materials and parts for each the

locomotive and passenger car PMs. The Team then completed the integration of the validated parts

inventory into NCDOT’s Inventory Management System (SAP).

Mr. Lewis led the Inventory Management Team through the development and implementation of

a comprehensive Inventory Management Program for NCDOT Rail Operation. The Inventory

Management Team, under Mr. Lewis’s direct supervision, assisted NCDOT and the Maintenance

May 9, 2017

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Contractor conduct a complete Annual Inventory that validated the exact status of NCDOT’s

material inventory.

Project 3 (May 2016 – October 2016): Mr. Lewis has also supported TMMG Military Sealift

Command (MSC) initiatives. He was assigned as Project Manager/Sr. Project Engineer for the

USNS MERCY (T-AH 19) Extended Service Life Plan. Mr. Lewis’s roles included overseeing the

development of a Project Plan and Schedule, tight control of the Project Budget, and Tasking

& Personnel Management the Team members. Mr. Lewis was responsible for direct client

relations. He ensured Scope Creep did not extend the task beyond the limited resources and he

incorporated management significant, though needed, Changes seamlessly.

The USNS MERCY is one of two hospital ships in the MSC Fleet. In early 2016, MSC

commissioned TMMG to conduct a Material Readiness Evaluation (MRE) of USNS MERCY (T-

AH 19) and to identify essential upgrades and major repairs to primary vessel systems in MERCY.

Based on the MRE, MSC concluded that changes to the USNS MERCY power plant configuration

may be warranted as part of MERCY’s planned service-life extension to resolve cited concerns.

MSC further tasked TMMG to conduct a Power Plant Analysis of Alternatives (AoA) and Return

on Investment (ROI) analysis. Mr. Lewis led the TMMG Project Team in conducting an in-depth

“Cost-Benefit Analysis” or “Analysis of Alternatives” to determine the best course of action.

MSC selected three (3) alternative options. Each option provided different set of upgrades to the

ship’s electrical generation plants. Currently, the ship’s electrical generation is provided by two

separate systems; one that supports the ship from the main space and one that provides power to

the Medical Treatment Facility (MTF) from the auxiliary space. Each option was analyzed based

on costs and based on how well the option would resolve a well-defined set of long-standing

problems unique to USNS MERCY’s electrical configuration. Mr. Lewis and his team completed

an extensive cost-benefit analysis (CBA) to provide a basis for comparison on a financial basis.

The CBA for each option resulted in a determination of Net Present Value (NPV) and an expected

Payback Period for each option over the planned service-life extension period between 2020 and

2035. The TMMG team also took into consideration additional benefits, beyond financial, that

each alternative option might provide. These “other” benefits included whether the option

increased the ship’s electrical capacity overall, whether the option provided a full electrical back-

up for the main switchboard loads, whether the option increased the ship’s steam efficiency by

eliminating the need for false steam loads, and twelve other possible improvements.

Mr. Lewis and the TMMG team analyzed specific risks associated with: (1) completing the

necessary upfront engineering design work in time support a desired FY-2020 installation, (2)

successfully procuring and staging the required long-lead time materials (LLTM) to support a

desired FY-2020 installation, and (3) completing the installation and testing of equipment during

the planned availability period to support the desired FY-2020 deployment. Mr. Lewis’ team

analyzed four (4) Courses of Action (COA) that were agreed to by the client.

3.0 QUALIFICATIONS OF KEY TEAM MEMBERS [Scoring Criteria 3]

Team TMMG is proud to provide the most qualified Key Team Members in support of the WSF

Vessel Maintenance and Preservation Program. The following sections provide Team TMMG’s

Key Team Member’s roles/responsibilities and demonstrate the high caliber of qualifications of

our Key Team Members by siting their experience in relevant projects, highlighting their

experience/accomplishments as they relate to the WSF desired areas of expertise, Asset

Management, Reliability Engineering, Maritime Maintenance, Logistics/ Inventory

Management, and CMMS. Each Key Team Member’s professional licenses, accreditations,

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and/or certifications are also provided as well as highlighting each Member’s understanding of

the WSF and/or public agency regulations/procedures. It is anticipated that the Key Personnel

identified below can be used in roles covering all areas of demonstrated expertise.

3.1 TMMG Qualifications

3.1.1 Experience/Accomplishments – Matthew McKeon – Principal

Name Matthew McKeon WSF Role Principal

Licenses/Accreditations/Certifications USCG License, Chief Engineer, Unlimited Steam,

Motor, Gas Turbine

Outline of Understanding of Public

Agency Regulations and procedures

Thirty-two years’ experience as a federally licensed

mariner.

Project 1 Name Chief Engineer USNS GORDON

Project Dates From November 2000 To June 2005

Asset Management: Implemented the latest enterprise version of Shipboard Automated

Maintenance Management system (SAMM) with satellite communication database replication.

Program included maintenance plan development and maintenance program analysis for

applicability and effectiveness to ensure vessel reliability. Determined compliance with vessel

readiness to meet contractual agreements for troop deployment.

Reliability Engineering: Performed basic RCFA for equipment malfunctions from the

maintenance planning and effectiveness. Updated maintenance strategies to include crew

allocation versus contracted periodic maintenance assistance. Developed a cost benefit analysis

model for improved allocation of maintenance budget. Documented findings and remedial efforts

in the SAMM equipment history database.

Maritime Maintenance: Developed maintenance procedures for existing and new vessel

equipment. Submitted maintenance procedures for peer review and incorporation in the SAMM

periodic maintenance database. Responsible for the development of overhaul specifications prior

to pier-side and drydock availabilities. Responsible for work scope development for industrial

assistance repairs and maintenance.

Logistics and Inventory Management: Directly responsible for the accuracy of the spare parts

inventory, generation of required spares maintained aboard. Performed periodic inventory of

stores, updated usage requirements, projected usage for periodic maintenance; and optimized

inventory to match projected requirements. Validated SAMM equipment database information

against actual installed equipment. Identified sunset supported equipment and obsolete equipment,

no longer supported by manufacturers. Developed logistics for such equipment and determined

equipment for technology refreshment versus stockpiling of parts to ensure vessel reliability.

Computerized Maintenance Management Systems: Performed review of SAMM

maintenance/equipment changes. Documented changes to the SAMM system in the vessel’s Safety

Management System annual review. Ensured replication with the shore database occurred per

schedule, or worked with shore side database managers to resynchronize the databases. Utilized

the system reports to document contractual compliance for maintenance, inventory management,

budgeting constraints, and vessel readiness in a state of good repair.

Project 2 Name Chief Engineer, Delivery of the PRIDE OF HAWAII

Project Dates From December 2005 To June 2008

Asset Management Worked directly with the database managers to develop the maintenance,

spare parts, and regulatory requirements databases. After vessel delivery, responsible for the

continuous improvement of the database system to improve the utilization of the system by the

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end users aboard the Pride of Hawaii. Utilized system reports to support the vessel reliability

matrix and demonstrate the vessel was in a state of good repair.

Reliability Engineering: Updated maintenance procedures and frequencies to support equipment

reliability. Vessel utilized lube oil testing and equipment vibration measurement to determine

equipment condition for condition-based maintenance. Matched equipment operational priorities

with level of effort of maintenance personnel. Determined maintenance deferral to repair periods

to balance workload against personnel availability. Analyzed priority of repairs and level of

maintenance requirements to ensure vessel maintained schedule.

Maritime Maintenance: Developed and maintained the periodic maintenance requirements

procedures for the vessel in NS5 (ABS SafeNet, computerized enterprise marine maintenance,

machinery history, logistics, and procurement system). Overall responsible for the proper

maintenance according to the developed procedures. Developed industrial support and shipyard

specifications to perform repairs and regulatory inspections. Ensured maintenance personnel

effectively completed maintenance documentation to close out preventative maintenance

evolutions. Maintained the machinery history database.

Logistics and Inventory Management: Developed spare parts database for marine, galley, and

laundry equipment. Determined initial level of parts required to support vessel while operating in

areas of low parts support. Managed inventory and worked to optimize spares on hand versus

projected usage for periodic maintenance. Used cost benefit analysis, including cost of equipment

operation energy consumption, to determine repair/replace actions for equipment failures.

Computerized Maintenance Management Systems: Worked with database engineers to

establish an equipment hierarchal structure for ease of use for maintenance and parts management

personnel. To reduce size of the database and provide a user-friendly parts list, determined the

extent of equipment parts lists to load. Developed procedures to build ad-hoc parts and consumable

requests for one-off purchases. Worked with database engineers to allow mass-adds of future part

changes via a spreadsheet table. (Crew develops spreadsheet in the predetermined format and

delivered to the database engineers for uploading into the database.) Developed customized

periodic reports to capture readiness matrix data, useful to establish vessel readiness information.

3.1.2 Experience/Accomplishments – Bill Lewis – Project Manager

Section 2, above, details Mr. Lewis’s relevant experience/accomplishments in depth.

3.1.3 Experience/Accomplishments – Mike Desanctis – Sr. Reliability Engineer

Name Michael DeSanctis WSF Role Sr. Reliability Engineer

Licenses/Accreditations/Certifications

State of Maine 1st Class Boiler Operator; USCG

Chief Engineer License (Ret.); NACE certified

coatings inspector; Confined Space Entry;

NAVSEA Diesel Engine Hot Plant



Thirty-four years’ experience supporting the public

maritime industry; in-depth knowledge of ABS,

USCG, and Navy Regulations and Procedures

Project Name U.S. Navy Port Engineer

Project Dates From April 2015 To Present

Asset Management: Develop projected maintenance packages two years out based on class

requirements, reliability and obsolescence. Project short and long term maintenance packages

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within the constraints of government funding to maintain vessel reliability. Spend approximately

15% of time underway with the ships to develop accurate work packages.

Reliability Engineering: Developed training program to teach sailors to write effective work

requests and increase their interest in ownership for their platform. Attend yearly conferences in

Philadelphia to meet with the NAVSEA and the ISEA to provide input and recommendations on

issues of obsolescence and future maintenance strategies for the Navy's newest SAN ANTONIO-

Class amphibious transport dock ship (LPD Program).

Maritime Maintenance: Project, develop, and implement short and long term maintenance

availabilities to support U.S. Navy ships’ mission objectives within budget constraints including

but not limited to, main propulsion, electrical, combat systems, structural, elevators, control

systems and auxiliary equipment. Execute $3-29M ships’ maintenance availabilities under budget

and within schedule.

Logistics and Inventory Management: Managed development and distribution of maintenance

and test procedures in support of maintenance availabilities. Tracked availability repair part and

material requirements from identification, through ordering, receipt, issue and utilization.

3.1.4 Experience/Accomplishments – James Kennedy – Reliability Engineer

Name James Kennedy WSF Role Reliability Engineer

Licenses/Accreditations/Certifications NAVSEA Reliability-Centered Maintenance Level

1 and Level 2 certifications



Forty-four years’ experience supporting the public

maritime industry as a USN civilian and USCG

contractor

Project Name Fluids Subject Matter Expert (SME), Preservation SME and Piping SME

for Icebreaker Buoy and Construction Tender Product Line (IBCTPL)

Project Dates From October 2014 To Present

Asset Management: Trending oil analysis results and reporting to management those

discrepancies that are significant and worthy of management action.

Reliability Engineering: Alert Asset Managers to Fluid Issues which can lead to major

maintenance consequences. Spearheaded use of EAL in shipboard prototyping in CPP system for

Great-Lakes-based 225’ buoy tenders. Promoted use of EAL as a tool to recover from water

contaminated hydraulic systems (HPUs) which may have been contaminated by failed tube and

shell heat exchangers.

Maritime Maintenance: Prepare RWIs (specifications for commercial contractor

accomplishment) for a range of shipboard systems, including Firemain, Potable water, Hydraulics,

Seawater, Weight Handling, Propulsion, and for shipboard preservation and deck covering.

Logistics and Inventory Management: Due to the age of some of the IBCTPL fleet, component

obsolescence is a continuing challenge; have been involved with the Supply and Logistics to study

and endorse suitable replacements.

3.1.5 Experience/Accomplishments – Samuel Grinvalsky – Junior Engineer

Name Samuel Grinvalsky WSF Role Junior Engineer

Licenses/Accreditations/Certifications Security+, Network+



Thirty-one years’ experience serving the

government on active duty (U.S. Navy) and as a

contractor [U.S. Navy, NCDOT (DOT/FRA)]

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Project Name United States Navy

Project Dates From July 1986 To July 2012

Asset Management: Performed all aspects of asset management (receipt, custody, stowage, issue,

reorder, budget development and projection) of over 100K line items of maintenance parts.

Managed documentation of configuration management for aircraft carriers, auxiliary, and

amphibious ships. Documented all changes computerized asset management system.

Logistics and Inventory Management: Established logistics operations at remote sites

worldwide. Developed training programs to train and deploy military personnel to support

operations throughout the world which often required on-site evaluations of capabilities from

medical support, subsistence, laundry, mail, and repair parts.

Computerized Maintenance Management Systems: Implemented asset management software

to provide total asset visibility of material for fleet headquarters. Installed the software program

on 130 vessels capturing all managed inventory assets and recording their usage for logistics

management program studies. Reviewed program modules and recommended software updates as

needed. This program became the benchmark for total asset visibility (TAV) in the Department of

Defense (DOD). Provided lifecycle support to Space and Naval Warfare Systems Command fleet

units on Naval Tactical Command Support System (NTCSS), Relational Supply, and

Organizational Maintenance Management System - Next Generation (OMMS-NG).

3.1.6 Experience/Accomplishments – Al Murray – Junior Engineer

Name Al Murray WSF Role Junior Engineer

Licenses/Accreditations/Certifications NAVSEA Reliability-Centered Maintenance Level

1 and Level 2 certifications



Thirty-four years’ experience serving the

government on active duty (USCG) and as a

contractor [USCG, NCDOT (DOT/FRA)]

Project Name USCG 175’ Patrol Boat and 210’ and 270’Cutter Availability Project

Manager (APM)

Project Dates From November 2010 To December 2012

Asset Management: Implemented asset reliability metrics, utilizing lifecycle cost model to ensure

MAP 21 compliance, improving cutter reliability, and allowing the Coast Guard to keep assets in

the fleet 10 additional years.

Reliability Engineering: Used RCFA, RCM, and CBM to identify and develop maintenance

procedures. Ensured adequacy of support strategies and workforce. Identified, developed, and

implemented the engine overhaul program, extending the useful life of the cutters by 10 years.

Maritime Maintenance: Maintenance Procedure Developer. Served as subject matter expert for

maintenance on the Coast Guard’s Polar Ice Breaker. Arranged shipyard availability work,

developing contract specifications and developing maintenance standards.

Logistics and Inventory Management: Developed overhaul specifications and quality assurance

programs for repairable items. Conducted equipment configuration validations annually. Identified

equipment supportability and obsolescence issues. Developed and ran the diesel engine overhaul

and inspection program, maintaining repairable parts inventories, reducing the cost of buying parts.

Computerized Maintenance Management Systems: Utilized the computerized maintenance

management and lifecycle analysis to make decisions to improve vessel reliability. Developed and

managed engine overhaul and diesel engine inspection program data base, which enabled Coast

Guard Operators to schedule area coverage and reduce asset down time.

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3.1.7 Experience/Accomplishments – Daniel Rucker – Junior Engineer

Name Daniel Rucker WSF Role Junior Engineer

Licenses/Accreditations/Certifications

Project Management Professional® and NAVSEA

Reliability-Centered Maintenance (RCM) Level 1

and Level 2 certifications



Thirty-four years’ experience providing maritime

support to government agencies (USN and USCG)

Project Name USCG Maintenance Development / RCM Analysis

Project Dates From August 2008 To April 2016

Asset Management: Gathered and analyzed customer and developer requirements to identify,

measure, and track key metrics for reporting. Entered, updated, and managed data for USCG

Maintenance Requirements Lists (MRL).

Reliability Engineering: Reliability Centered Maintenance levels I (Back-fit) and II (Classic)

certified by NAVSEA. Analyzed, identified, and defined the scope of the analysis to be performed.

Utilized Failure Mode Effects Analysis (FMEA) to ascertain potential failures, the effects of

failure, and provide recommendations to reduce the risk of, or elimination of, identified failures.

Supported analysis through research and use of best practices.

Maritime Maintenance: USCG certified maintenance developer, including communications,

electrical power, navigation, cargo handling, and special equipment. Supported initial installation,

checkout, continuous operation and maintenance of assigned equipment.

Logistics and Inventory Management: Ensured parts and material called out in maintenance

procedures were valid and available in the supply system. When the parts/material wasn’t

available, standard annotations were used to call attention to logistical support team.

Computerized Maintenance Management Systems: Implemented Access, ASP.Net/Access,

and ASP.Net/SQL databases to assist in maintenance development and management of the

maintenance development cycle. Provided summary reports to Project Manager and other

customers. Experienced in SQL reporting Services and providing custom reports.

3.1.8 Experience/Accomplishments – Allen Mordica – Junior Engineer

Name Allen Mordica WSF Role Junior Engineer

Licenses/Accreditations/Certifications NAVSEA Reliability-Centered Maintenance

(RCM) Level 1 and Level 2 certifications



Thirty-eight years’ experience serving the USCG

on active duty and as a contractor

Project Name USCG Service

Project Dates From April 1979 To June 2008

Asset Management: Supervised installations, overhauls, and System Operational Verification

Tests (SOVT) of shipboard flight-deck video surveillance and recording equipment and cabling;

Provided installation and field support of Blue Force Tracking systems, and mission-unique mobile

IR/video/acoustic surveillance systems; managed $8M NDGPS network hardware and

communications circuit recapitalization.

Reliability Engineering: Completed 23 projects supporting the National Distress System (NDS);

increased communications coverage area by relocating VHF-FM remote transceiver sites along

the East Coast; developed project plans, arranged funding, solicited site owner input, created and

maintained computer database of site information; modified/transmitted computerized predicted

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coverage plots; coordinated Coast Guard units, site owners, local TELCOM and contractor's

personnel to secure site leases, install data lines, stage equipment, and perform SOVT; managed

"flying cutovers" without loss of function.

Maritime Maintenance: Performed and supervised maintenance on Anti-Submarine Warfare

(ASW) equipment suite aboard three HAMILTON-Class (WHEC) cutters. Supervised

Maintenance on general shipboard electronics equipment.

Logistics and Inventory Management: Managed commercial repair logistics, parts procurement,

and shipping; maintained repairable equipment inventory; implemented and operated barcode-

based inventory and tracking system, resulting in an increase in efficiency of overall operation,

evaluated at 90%+ by CG Supply Center.

3.1.9 Experience/Accomplishments – James Borell – Senior Consultant

Name James Borell WSF Role Senior Consultant

Licenses/Accreditations/Certifications USCG License, Engineer, Unlimited Horsepower;

DAWIA Level 1 Program Management



More than forty years’ experience serving the

government maritime industry, including ten years

supporting FTA Program Management Oversight

Project Name

Federal Transit Administration (FTA) – Program Management Oversight

Contractor (PMOC) for the Puerto Rico Ferry Agency: Autoridad

Transporte Maritimo (ATM)

Project Dates From April 2007 To Present

Asset Management: Identify and report ferry and terminal operational and maintenance risks.

Assist in the development of SOW language for procurement of technical support for FTA

required tri-annual asset inventory. Direct the condition assessment of ferries and underwater

structures of piers and terminals; provide recommendations on prioritization of investment in

future assets. Support leadership with identification of Transit Asset Management (TAM)

requirements/steps necessary to develop and implement by Oct 2018. Assisted in the

development of RFP for the acquisition of an automated maintenance management system.

Reliability Engineering: Provided input and feedback on the optimization of personnel

positions for the reorganization of Puerto Rico Department of Transportation and Public Works’

(DTOP) three surface transit agencies into an integrated transit organization. Recommended

clarified lines of authority and responsibility among the functional areas of ferry operations, ferry

maintenance, terminal operations and maintenance, and customer relations. Provided information

and recommendations on the use of condition monitoring and oil sampling programs in support

of maintenance decision making. Assisted in the development of a Fleet Management Plan and

Safety Management System.

Logistics and Inventory Management: Developed RFP language and inclusion of FTA clauses

for procurement of inventory management technical services, which included inventory of all

federally funded assets and spare parts, and the implementation of inventory software. Met with

CEO of successful bidder to ensure that his firm understood the depth and breadth of data

necessary for meeting FTA requirements. Provide informal audit of inventory results. Monthly,

review spare parts procurement process and documentation of all federally funded equipment.

Review and analyze equipment and spare parts requisitions, purchase orders, invoices, receiving

reports, and payment documents. Provide recommendations for qualification of grantee

expenditures for reimbursement under grants and activity line items.

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Maritime Maintenance: Developed and oversaw the current planned maintenance system for

ferry fleet and terminals. Developed daily, weekly, and monthly check off sheets and

maintenance actions for vessels and terminals.

Computerized Maintenance Management Systems: Attended demonstrations (in person or

remotely) and reviewed proposals for maintenance management software, such as Phoenix,

Wheelhouse, and Precision Corp; and provided feedback on the perceived value of each.

3.2 Emprise Corporation Qualifications

3.2.1 Experience/Accomplishments – John Knox – Reliability Engineer

Name John Knox WSF Role Reliability Engineer

Licenses/Accreditations/Certifications:

American Society of Non-destructive Testing (ASNT) Level IIIA and ISO Level III Vibration

Analyst; International Council for Machinery Lubrication (ICML) Level II Lubrication

Analyst; ASNT SNT-TC-1A Level III Thermographer; NAVSEA Reliability Centered

Maintenance Level II Certification; Society of Maintenance Reliability Professional Certified

Maintenance Reliability Professional; ABS recognized Vibration Condition Monitoring

External Specialist; Lubricant Analysis; and Submarine Nuclear Electrician.


Agency Regulations and procedures Extensive work within ABS framework

Project Name Military Sealift Command (MSC) Condition Monitoring (CM) Program

Project Dates From November 2014 To Present

Asset Management: s the prime contractor, Technical Point of Contact (TPOC), for the Military

Sealift Command (MSC) Condition Monitoring (CM) Program, developed database driven data

mining and reporting routines that improve vessel reliability and vessel acceptance into the ABS,

PMP program, and provided the MSC Engineering management team data required to support

effective maintenance development and life cycle planning. Provides significant input to the

development of web-based analysis tools for vibration, lube oil, fuel oil, reciprocating engine, and

water chemistry analysis as part of the MSC web-enabled initiatives. As Vibration and

Thermographic consultant, developed the information needed for effective and efficient

maintenance/repair scheduling and asset allocation provided by these technologies.

Reliability Engineering: As a certified Reliability Centered Maintenance (RCM) Developer,

worked with MSC Engineering to create, develop, and modify MSC’s RCM-Based maintenance

plan, including review and modification to the fleet-wide Condition Monitoring Programs and

revisions to maintenance plans to improve their efficacy per RCM principles.

Maritime Maintenance: Developed, monitored and maintained ABS Certified Condition

Monitoring programs to support maintenance methodologies for the MSC. Supported shipboard

maintenance actions required to correct machinery faults due to imbalance, misalignment and

foundation instabilities, and reviewed contract work items to ensure the statement of work

complied with regulatory requirements. As a Certified Thermographer, he supported corrective

actions on electrical faults found during surveys.

Logistics and Inventory Management: As a member of the Society of Maintenance Reliability

Professionals, qualified in the development of logistic support methodologies. Supported the

development of equipment specifications for system back-fits and replacements and supervised

the support and calibration logistics of the vibration, onboard oil analysis and reciprocating

engine analysis equipment for over 100 MSC vessels.

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Computerized Maintenance Management Systems: 20 years’ experience providing data and

database management support for MSC’s Ships System Automated Maintenance Management

(SAMM) program which contains and manages all maintenance data, including planned,

preventive, predictive and repair functions for over 100 MSC vessels worldwide.

4.0 FIRM’S PROJECT MANAGEMENT SYSTEM [Scoring Criteria 4]

TMMG’s institutionalized goals for its many professional engagements include a flat

organizational structure to ensure effective, efficient service to our clients. Team TMMG is

committed to a fully integrated “Team Approach” that ensures skills and experience are

maximized, communication is clear and that Team TMMG presents a unified approach to support

the needs of the customer. This proven effective, streamlined management approach is designed

to ensure rapid, effective distribution of consistent operational direction across Team TMMG.

The Leadership Team for Team TMMG is composed of the President of Federal Programs, the

Vice President for Maritime Services and our Project Manager. The TMMG Project Manager

(PM) will be the primary point of contact to coordinate with the WSF Contract Management

Team/Organization, as well as other stakeholders on issues of cost, schedule, and performance.

Further, the PM serves as our single point of contact and Prime Contractor representative when

resolving all project and contractual issues. The PM will collaborate with WSF leadership and

other stakeholders to ensure daily operational decisions are made with consideration of all known

issues and to ensure project quality and performance remains on track.

Our Management Plan is based on best practices provided by a combination of techniques from

the Project Management Body of Knowledge (PMBOK® Guide) and from TMMG’s extensive

corporate experience in managing diverse, multi-million-dollar Government and Commercial

contracts in multi-faceted organizations with multiple task orders and subcontractors in locations

worldwide. Our proven management methodologies consist of a well-established, rigorous routine

that becomes a consistent “drum beat” through the life of the project. Our proven techniques

include:

• Developing and executing to a well, thought-out project plan/project schedule.

• Utilizing management practices, procedures, and methodologies proven to complete projects

on time and coordinate all labor efforts and cost schedules towards a common goal.

• Monitoring project progress against planned schedules.

• Communicating frequently with Client Leadership and other stakeholders via telephone, face-

to-face meetings, written reports, etc., regarding accomplishments, ongoing issues, and

problems encountered and resolved.

• Providing advance copies of deliverables to the client for review and comment to clarify

suggestions through active dialog and by incorporating approved changes.

• Conducting frequent meetings with client leadership to address contractual matters.

• Planning quality into every aspect of the project by identifying the quality requirements and

documenting how the project can show that it is meeting the quality requirements.

• Exercising “Quality Assurance” (QA) to verify that the project processes are sufficient so that

if they are being properly adhered to, the project deliverables will be of good quality.

• Exercising “Quality Control” (QC) to verify that the product meets quality requirements.

4.1 Quality Assurance/Quality Control Processes

TMMG recognizes the importance of an effective Quality Management Plan (QMP). TMMG

considers a thoroughly documented and proven system of Quality Assurance and Quality Control

to be an important factor in its efforts to maintain a reputation of successful accomplishment of all

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support services for its customers. First, the TMMG QMP establishes a clear set of activities to

ensure quality within each process by which our products are developed. Further, the TMMG QMP

seeks to always ensure only the highest quality in our products by establishing other activities that

specifically focus on identifying any possible defects within products that TMMG produces prior

to those products ever reaching their final customer.

The TMMG Quality Management Plan is in-place, active and maintains the highest management

visibility to help us ensure that we will achieve our goal, “customer satisfaction through process

improvement.” The TMMG QMP closely parallels the requirements of a Quality Management

System (QMS) under the ANSI/ISO/ASQ Q9001-2008 standard. The TMMG QMP demonstrates

the ability to consistently provide products that meet our customer’s requirements as well as any

applicable statutory and regulatory requirements. The TMMG QMP aims to enhance customer

satisfaction through the application of continual improvement and conformity to customer needs.

TMMG’s task and project management is achieved through effective quality management that

provides a proactive, process-approach to provide quality, accuracy, cost control and schedule

control. Each of these areas is managed through clear and concise communication between Team

TMMG and our customers. The TMMG QMP establishes:

• Full responsibility for compliance with all TMMG contract requirements.

• Direction and guidance, and monitoring performance of all TMMG efforts.

• Coordination of all staff personnel assignments and subcontractor support efforts.

• Assuring all invoked Quality Assurance procedures and standards are followed.

• On-site visits and quality control inspections of on-site workforce.

• Implementation and management of Quality Control.

• Management of contract transition efforts.

The performance standards that TMMG is responsible to meet or exceed while executing the work

associated with these tasks include:

• Delivery requirements consistent with task requirements.

• Technical and status reports that are factually accurate and complete, reflect high-quality, and

adhere to due dates and deadlines.

• Quality deliverables submitted on-time and in the required format, including briefs/reports,

studies, estimates, analyses, assessments, presentations and conference/meeting materials.

• Services reflecting innovative technological and management techniques employed to

increase efficiencies and to control cost.

TMMG’s leadership establishes product objectives upfront by thorough “planning” of the work

prior to task execution. This is followed by an internal process to “check” the work through

monitoring and measuring processes to validate the product against policies, product objectives

and requirements. TMMG Administrative Support processes are optimized to ensure both

timeliness and efficiency in the preparation of the product for delivery to the customer. Our QA

procedures provide the methodology to monitor / verify that the product or service is in accordance

with customer specifications and corporate style guides at various points in the product preparation

cycle before the product is sent to the customer. Once the product is delivered to the customer,

TMMG’s leadership team seeks to respond to any customer feedback provided to rapidly and

permanently correct any noted deficiency/deficiencies.

4.2 Monitor Budget and Scope

Performance monitoring and feedback procedures will be contained in the TMMG Quality

Management Plan and consist of monitoring and feedback activities at the PM and Leadership

Team levels. Performance monitoring by the TMMG PM will emphasize metrics that

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communicate the cost, schedule, scope and performance status of each WSF Task. The primary

cost metrics will be the comparison of the Cost Performance Baseline with actual performance.

The PM will work collaboratively with WSF Leadership to extract significant project milestones

(scope) from the POA&Ms and brief schedule status of significant WSF tasks on a weekly basis at

a minimum. Additionally, the PM will provide a Monthly Report to WSF Leadership that provides

a status update of all open WSF tasks as well as a “Burn vs. Earn” comparison of Actual Cost

Expenditures vs. Expected Cost Expenditures.

4.3 Scheduling

Our Project Manager is well versed in Microsoft Project as a primary tool for scheduling projects

and for building Plans of Action and Milestones (POA&M). Mr. Lewis has utilized this software

tool for more than twenty (20) years. He used Microsoft Project as his scheduling tool for all three

(3) of the projects cited in Section 2, above, as well as numerous other projects that he has led.

4.4 Process for Interaction within Project Team (Internal Interaction)

TMMG is committed to providing products and services of only the highest quality. To accomplish

this, our management approach establishes Team-wide initiatives for the identification and

implementation of processes that provide high quality and economically-affordable solutions

through systemic improvement. The TMMG QMP is a company-sponsored initiative that

promotes total customer satisfaction by providing high quality products and services using Key

Processes and Performance-Based Metrics placing great emphasis in the development of highly

reliable, affordable and timely products with special provisions for:

• Prevention measures including personnel orientation and training, implementation of

performance procedures, processes and standards, and continuous management.

• Detection measures including in-process reviews and 100% technical checks.

• Precluding recurrences including lessons learned, personnel training and process improvement.

TMMG’s Leadership Team embraces the concept that leadership is unequivocally responsible for

the quality of all products approved for final delivery to the customer. TMMG’s management

approach is built on the premise that product quality ultimately rests with the person initially

performing the task. Given this premise, TMMG seeks to incorporate quality assurance beginning

with the selection of only qualified and motivated people. Newly hired employees are trained in

our Quality Assurance standards as part of their indoctrination program. Our subcontractors share

this same vision and they incorporate training similar methods.

TMMG provides refresher training during through annual Team meetings to instruct and re-

enforce our quality standards and techniques. Hiring only qualified people and heightening their

attention to quality through training ensures cost-avoidance through the reduction of rework.

All employees providing project management support are, at a minimum, trained in the use of the

various Microsoft tools including Word, Project, Excel and Power Point. Providing quality

deliverables such as studies and analyses, assessments, reports, presentations and briefings

requires that our employees be proficient in these tools.

TMMG’s Leadership Team establishes product objectives upfront by thorough “planning” of the

work prior to task execution. This is followed by an internal process to “check” the work through

monitoring and measuring processes to validate the product against policies, product objectives

and requirements. Further, our Administrative Support processes are optimized to ensure both

timeliness and efficiency in the preparation of the product for delivery to the customer. Our

Leadership Team is responsible for approving final product delivery. Our QA procedures provide

the methodology to monitor / verify that the product or service is in accordance with customer

specifications and corporate style guides at various points in the product preparation cycle before

May 9, 2017

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the product is sent to the customer. The responsible member of TMMG’s Leadership Team will

complete final reviews and will ensure delivery of completed work when it adheres to task

requirements and meets only the highest quality standard.

Following delivery, TMMG will solicit customer feedback regarding the quality of our product

and make the necessary corrections to our processes. For our products, we expect greater than 95%

accuracy and / or on-time delivery. Our Customer Support processes directly support customer

feedback to collect comments from customers and to report results for review and implementation

so, as to continually improve process performance. TMMG’s QMP is intended to be flexible and

dynamic to provide a framework to adapt existing process/engineering control procedures to best

suit customer requirements and expectations.

The TMMG Leadership Team and all Team TMMG members are committed to quality. TMMG

is responsible for all subcontractor quality management and requires that all Team TMMG

members exercise Quality Programs that meet TMMG Quality Standards. Prior to tasking

subcontractors to perform work, the TMMG Leadership Team will confirm that members of Team

TMMG have established their own Quality Programs that will work in synchronization with

TMMG’s Quality Management Plan.

Subcontractor associates who have joined us in Team TMMG bring significant contributions of

additional breadth and depth to Team TMMG. Our subcontractors will be utilized to meet many

of the tasks associated with this solicitation’s requirements. Any use of sub-contract personnel will

be reviewed by TMMG’s Leadership Team to ensure they meet all the personnel qualification

requirements. As previously mentioned, we will hold our subcontractor Team members to the same

standards that TMMG imposes upon itself.

To ensure the quality of all customer deliverables, deliverables developed by one of the members

of Team TMMG will first be delivered to TMMG’s PM/Leadership and will be subject to the same

quality assurance process as any deliverable developed by TMMG internally. This will ensure, not

only a quality product reaching our customers, but uniformity for all deliverables from Team

TMMG, no matter the actual provider or the original developer of the deliverables.

4.5 Process for Interaction with Client and/or Stakeholders (External Interaction)

Team TMMG will interface with WSF leadership, personnel and other stakeholders as often as the

WSF Project necessitates to ensure complete satisfaction for WSF. Additionally, Team TMMG

will use GoToMeeting©, or equivalent, to facilitate virtual meetings and briefings, reducing

unnecessary wait time and travel costs. Team TMMG office systems are Microsoft© Windows®

based and compatible with government Information Technology.

TMMG will be solely responsible for all performance associated with the task. The Team PM will

be the single point of contact in coordinating with WSF on issues of cost, schedule, and

performance. The Team TMMG Leadership Team will be responsible to identify and to manage

any technical risk that may impact performance to mitigate delay and disruption.

Feedback is expected from WSF Leadership via a variety of methods. Daily ad-hoc interaction

from WSF Leadership is expected and we welcome critiques that enhance the efficiency and

effectiveness of the contractor’s responsibilities. Team TMMG includes a feedback mechanism on

every Monthly Progress Report that includes cost/schedule/performance “pass/fail” criteria along

with a comment block for the WSF Leadership to provide feedback on any program issue.

Comments from the customer are immediately reviewed, discussed and any corrective action taken

at the TMMG corporate level. Finally, the PM will schedule formal Project Management Reviews

with WSF.

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