EXHIBIT A.1- ATTACHMENT 1 DOS Iraq Food Operations and ... · developing staffing proposals and pricing. The table shows maximum feeding capacity, seating ... at a university in the

EXHIBIT A.1- ATTACHMENT 1 DOS Iraq Food Operations and Management

SAQMMA12R0130-A001 Statement of Objective

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1. Background: This SOO addresses DOS’s objectives in establishing a mission-wide Task Order for

food operations and management in Iraq. Along with the objectives stated in this section, there

are also concepts of how the operations may be established and executed. This is not meant to

stifle other ideas that bring increased customer service and satisfaction, savings, efficiencies or

best-practices, but rather to set the stage as to what the agency is looking for in terms of food

operations.

The DOS goal is to normalize food operations, meet mission requirements, control costs and

provide good service to our communities. Currently (and for the near future) there are many

limitations to normalizing in Iraq. However, the approach to food operations and management

should allow for change management and an evolving business plan as the situation in Iraq

changes.

At a normal DOS site, cafeterias, snack bars and vending machines are part of a licensor-licensee

agreement between the Embassy and a contractor, and is a Point of Sale operation. Embassy

personnel (DOS employees and contractors) can choose to eat –in, go to the American Club,

bring in their lunch, go home to eat, or leave the Embassy compound to eat “on the economy.”

The cafeteria and other food operations within those embassies are served by local contractors,

local workers, and the food is purchased from the local economy. Diners use cash to pay for

their purchases. Eventually, as the situation in Iraq moves towards a more normalized

existence, food operations will be more in line with those other sites.

Currently, a Staff Notice published in January, 2013 said, in part:

“… all individuals not serving under Chief of Mission (COM) and local nationals living on the local

economy that they have limited access to the DFAC and Grab-n-Go for lunch and limited snacks

from 10 a.m. – 3 p.m. Food must be consumed on the compound and cannot be taken off

compound. Therefore, to-go containers or bags of food cannot be taken home. Local staff

should eat breakfast before coming to the Embassy and dinner after leaving the Embassy…”

2. Scope: The below table provides the maximum number of personnel who can be fed at each

cafeteria or snack bar location within the current hours of operation. Note: Not all snack bar

location capacities are known at this time as they have yet to be established. This number may

be adjusted or further defined during negotiations, but is to be used for proposal purposes in

developing staffing proposals and pricing. The table shows maximum feeding capacity, seating

capacity, and hours of operation.

Lunch reflects an estimated increase for direct hire Local Iraqi Staff who are entitled to a lunch

meal and contractors who live off the compound but may choose to pay and dine in the

cafeteria for that meal.



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The numbers are made up of U.S. employees, U.S. TCN contractors and State Local Employed

Staff (LES) (lunch meals only). Contractor Local Nationals will not receive a per diem for access

to the cafeterias or snack bars. If Contractor Local Iraqis wish to eat at the Embassy, they will

have to obtain a prepaid meal card from an available kiosk by paying with either cash or a credit

card (see below). However, if LNs are required to remain on site under exigent circumstances,

their meals will be subsidized accordingly.

Options are limited on the DOS compounds. While there is a coffee shop, a shawarma shop, a

commissary/exchange, a local grocery store, and a small sundry store, most employees will

choose to utilize the cafeteria during the week. All contractor employees have the option of

bringing in their lunch onto the compound. Some may choose to take-out food, i.e. not eat in

the cafeteria. State employees living in SDAs have the ability to cook their own food due to the

availability of kitchens. Also, during the weekends, several outdoor grills are utilized and this in

turn reduces the number of personnel eating in the cafeterias and snack bars. Typically,

cafeteria utilizations decrease as much as 20% during the weekends. Additional options may

become available as security requirements are reduced in the future.

Again, for the proposal offerors will use the numbers below.

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

Facility Breakfast Lunch Dinner

Patrons Hours Patrons Hours Patrons Hours

BEC Cafeteria (428 seats) Max occupancy 550

2,568 0530-0830 2,920 1100-1400 2,568 1700-2000

Condor Cafeteria 1,296 1,150 1,512 BDSC Cafeteria 2,325 2,500 2,325 Basrah Cafeteria 1,680 1,800 1,680

BEC Annex 1 Snack Bar/Grill (70 seat dining area) Grill Operational Hours Available but Unmanned hours

671 0530-1100 517 420

1100-1700 1100-1400

213 420

1700-2100 1700- 2000 2100- 0430

BEC Annex 2 Snack Bar (no dining area)

517 0530-1100 620 1100-1700 213 1700-2100

Chancery Snack Bar (15 seat dining area)

284 0530-1100 328 1100-1700 204 1700-2100

Prosperity Snack Bar (TBD) Available but Unmanned hours

286 0530-1100 257 1100-1700 157 1700-2100 2100- 0430



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BDSC Snack Bar (no dining in) NA NA NA NA NA NA Basrah Snack Bar (no dining in) NA NA NA NA NA NA

Weekends (Friday, Saturday & Holidays)

Facility Breakfast Lunch Dinner

Patrons Hours Patrons Hours Patrons Hours

BEC Cafeteria (428 seats)

2,568 0530-0900 2,568 1100-1400 2,568 1700-2000

Condor Cafeteria 978 978 978

BDSC Cafeteria 1,458 1,458 1,458

Basrah Cafeteria 1680 1680 1680

Annex 1 Snack Bar/Grill (70 seat dining area)

NA NA NA

Annex 2 Snack Bar (no dining area)

NA NA NA NA NA NA

Chancery Snack bar (15 seat dining area)

NA NA NA NA NA NA

Prosperity Snack Bar (TBD)

NA NA NA NA NA NA

BDSC Snack Bar (no dining in)

NA NA NA NA NA NA

Basrah Snack Bar (no dining in)

NA NA NA NA NA NA

Note 1: These numbers are provided for proposal purposes only. During initial transition, actual

historical figures will be provided and discussed at early planning meetings so Contractor can revise

staffing if needed.

Fridays, Saturdays and holidays are a modified work schedule and breakfast will be served 0530-

0900. (Note: The Embassy work week is 8am to 5pm Sunday through Thursday. Embassy

weekends (non-work days) are Friday and Saturday.)

3. Facilities: The Contractor will establish and operate the cafeteria in a fixed setting provided by

State. The cafeteria will consist of an enclosed and environment-controlled space, that is fully

furnished and has Government Furnished Equipment (GFE) (with the exception of equipment

related to the meal card system – see paragraph 11) that is up-to-date and fully maintained. (All

equipment will be maintained via a separate contract.) (Note: It is difficult to provide a full list

of equipment in the DFACs to the winning bidder. Facilities and equipment that are maintained

are provided in Section J, Attachment Exhibit A.1, Attachment 2; a list of utensils, plates, trays,

etc will be provided during transition by inventory.)

The spaces are all within a highly secure and controlled compound that is closed to the public.

Authorized patrons will have a debit meal-card system that is described below in paragraph 11,

to be provided by the Contractor.



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PLEASE NOTE -- Available floor plans for BEC, Condor and Basra cafeterias will be provided

directly to Prime Offerors on a “need to know” basis; BDSC cafeteria is not available. In order to

receive the floor plans, contact Mr. Stephen Law, Procurement Analyst, [email protected].

Provide a point of contact with email address, and the Subject Line should be “BLISS—Prime

Offeror Request for Cafeteria Floorplans.” The plans will be emailed in pdf format, with a

request that recipients not post the plans on any public website.

4. General Standards -- Cafeteria: The current DFACs are run as an “open buffet”. Admission is

simply the compound access card, or a signature on a clipboard. Diners are able to enter and

exit multiple times during a meal, carry out food and beverages, make as many trips to the

various lines, bars, grills, beverage dispensers, and dessert tables as they choose.

The food is provided by the Defense Logistics Agency’s (DLA) prime vendor. The subsistence

items are varied as part of a 28-day menu, of the highest quality, sourced from suppliers

worldwide, and automated through an enterprise system that accommodates ordering, tracks

shipment, and invoices against a scheduled menu cycle. The contractor manages the orders

from Kuwait, trucking across national boundaries and distributing to DFACs throughout Iraq.

The food and its handling meet U.S. Army standards, and relies on the DOS medical contractors

to provide quality and sanitation inspections. Food preparation is essentially a heat and serve

operation now as most of the imported food arrives pre-cooked.

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

Food is a morale factor. A successful food operation will be one that continuously pleases the

diners, accommodates the environment, exceeds goals, generates useful metrics and provides

excellent service in all areas. The DOS employees and contractor staff cannot choose among

several/many dining options. While some staff have apartment kitchens, the lack of sufficient

groceries, as well as the long hours and extended work-weeks, severely limits alternative

choices to the cafeteria.

Food is a “high risk” area. It can negatively affect health, create bad morale, be impacted by

political and economic events, and be a source for fraud, waste and abuse. The DOS does not

have alternatives readily available to remedy a failed effort in the BLiSS program. The planning

and resourcing that will go into this effort cannot be changed quickly. For example, a cafeteria

at a university in the United States can have the managing company fired and replaced, the

vendors changed, IT systems repaired or switched out, and supply chain quickly taken down or

reestablished. And meanwhile, the student can go off campus to eat or shop for groceries. In

Iraq, our options are severely limited, resources are few and suppliers have many hurdles to get

food to and through the gates. The successful offeror will provide an approach that measures

performance, capitalizes on success and while planning to mitigate such risk factors.

mailto:[email protected]



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In order to normalize food operations in Iraq, any proposed solution should have an ultimate

goal of achieving a Point of Sale system that is: efficient; reduces waste; provides sufficient

variety allowing the diner to make choices based on nutrition and variety; is measurable in real

time and over the long term (metrics); and is a pleasant experience overall. The proposal should

make use of local and regional supplies for common and available items, while utilizing

international sources for center of the plate items, as well as favorites (brand items).

Any planning for the menu should account for: limited provisions in the local markets in quality,

variety and quantity; potential difficulties in obtaining customs clearance at the borders as well

as approval to transship across Iraq; and shortages due to unforeseen political events. The

increased use of local food, especially meat and other type products, will create issues for the

current limited cafeteria kitchen equipment and facilities. The proposal should take into

consideration the current limited kitchen facilities and the timing requirements for the cafeteria

transitions at the various sites. It would be the responsibility of the winning bidder to train their

staff on the preparation of local food sources which are not currently being used today.

As discussed in more detail below, the cafeteria should be designed to accommodate Fixed Unit

Price operations with an eventual move towards Point of Sale. To avoid having cash

transactions, a Meal Card system would be introduced to control costs, manage access,

maintain and track accountability, and limit waste.

Food service operations will be 365 days a year. The offeror should provide a plan for continued

operations at a reduced level during times of security lockdowns, when staff may not be able to

come to work, and delivery trucks may not be able to get through. Please see the the critical

services memorandum.

All cafeteria spaces should be kept clean and sanitized to the highest U.S. standards. Food

workers should be knowledgeable, provide excellent customer service, and agreeable, and in

compliance with U.S. food worker health standards. Food should not only be delicious, but well

presented, readily replenished, and served at the right temperature for food safety as well as

patron expectations.

5. General Standards – Reduced Operations: Due to external political problems and security

lockdowns, there may be periods when staff will not be able to enter the IZ to come to work. At

these times, trucks may not be able to transit the IZ to make deliveries. While still an

uncommon occurrence, the Contractor must plan for such instances and be able to provide

reduced operations within the Cafeterias and Snack Bars.



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The Contractor shall create a plan and menus for such periods tailored to each site, and submit

it for review and approval prior to assumption of responsibilities. The plan may include

increased use of disposable dinnerware so as to reduce workload, but then take into account

that trash may not be leaving the compound during these events. Menus may be reduced, but

standards for quality and sanitation are not to be diminished.

Each contractor will be required to have a sufficient number of staff available at its location

during regular operating hours to ensure proper operation of the food operation and provide

excellent customer service. Each contractor should include a staffing plan as a part of the

operations plan.

Section J, Exhibit A.1, Attachment 6 provides the number of food worker personnel who will be

allowed to reside on the compound, as the Critical Service Allocation to support the DOS sites.

6. General Standards – Menu: The cafeteria patrons are a widely varied group: Americans who

have traveled extensively and exposed to many cultures as well as those who prefer their own

regional cuisines in the U.S.; People who have dietary restrictions for health, cultural or religious

reasons; Third Country Nationals not familiar with American tastes, and prefer food items

indigenous to their country.

Trying to please everyone all of the time is labor intensive, expensive, and a near impossible

task. But making the small steps will be appreciated.

The Contractor will develop a 28-day menu cycle, similar to a University, offering a variety both

within the meal and on a weekly basis, based upon acceptability ratings, availability of food

items, and food preparation limitations, as well as cost of operations. The menu shall consist of

a variety of quality prepared foods that meet business and industry standards, complying with

the current and subsequent revisions of Dietary Guidelines for Americans (www.health.gov)

offering menu alternatives that are low in total fat, saturated fat, cholesterol, sodium and sugar;

no trans fats; lean meats; low-fat dairy products; a variety of vegetables, fruits and grain

products; and vegetarian selections. The Contractor shall use only vegetable oils that are low in

saturated fats, limiting the amounts used in the cooking process and recipes. The quality and

appearance of the food shall be consistent with approved food service industry standards for

comparable “business and industry” cafeterias.

DOS will establish a Menu Advisory Board that will work with the Contractor in reviewing and

updating the menu on a periodic basis, but not less than once a quarter. Adjustment to the

menu should be submitted to the COR one week in advance, when practicable, in writing for

signature approval. Numerous changes to the menu should be addressed from the macro-

standpoint with the Menu Advisory Board, and changes made accordingly. Recommended

changes in meal pricing will be addressed to the COR and CO.

http://www.health.gov/



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The menu should incorporate local/regional cuisine, American and international dishes. There

should be at least one healthy option, and four hot choices with appropriate side dishes with

each meal. A salad bar should be available at all meals that include a wide selection of fruits,

starches, vegetable and protein items, as well as a selection of dressings and toppings. Other

choices to broaden the menu such as an omelet bar, sandwich bar, hamburger grills and a hot

dog stand with bratwurst, franks and tofu pups could be added. A wide selection of beverages,

hot and cold and appropriate to the meal, should be available. Condiments and other sundries

should be available. A selection of desserts and other complimentary dishes should be included.

Full use of leftovers can also extend the selection, as long as items are stored and labeled in

accordance with food safety standards.

Premium and special center of the plate items should be a part of the 28-day menu. Today food

items such as lobster, crab legs, prime rib are part of the regular menu. The upscale premium

items are specialty food and considered a treat for patrons to anticipate. Holiday meal specials

(e.g. roast turkey at Thanksgiving, King Cake on Fat Tuesday, Breakfast for Dinner, etc.) should

be scheduled. Special meals (e.g. Mexican night, Italian supper, Asian stir-fry luncheon) are also

possible introductions. A suitable selection for the vegetarian diners should be on the menu as

daily offering accommodated whenever possible.

The Contractor is encouraged to propose a “Sustainability Program” that may include:

disposable bulk purchasing program, organic food products, organic or environmentally friendly

cleaning products, reusable items, marketing programs, minimizing waste stream, energy and

water saving programs (equipment, food preparation, etc) and other “green” programs that will

benefit the patrons, the workers, the DOS and the country of Iraq.

Food items served will be identified by labels and should include nutritional content, or at the

least a calorie count whenever possible. Identification of possible allergens should be noted as

well (e.g. peanuts/peanut oil, dairy, etc). The operations plan should outline all proposed

signage, where possible, images of existing or planned signage. At a minimum, each contractor

must have signage that identifies the vendor, displays the menu, and lits all items being sold.

Any and all signage is subject to approval.

The Contractor will be expected to record food acceptance rates and food waste, collect input

from patrons and compile other data to make modifications to the menu, and provide this

information to the Menu Advisory Boards. A successful offeror will devise a system that is

creative, inclusive in its menu management, reduces waste, and navigates the problems

encountered and is responsive to the patrons.

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



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General Standards—Snack Bars: Snack Bars (referred to as Grab & Go’s today), are located

throughout the DOS sites, providing 24 hour availability for snack items, beverages (hot and

cold), as well as a limited menu of sandwiches and soups during scheduled meal times. The

purpose of the snack bar is to provide convenience and accessibility.

A patron may eat at the limited dining area or take the items back to their workspace. Any

person with access to the building may utilize the Snack Bar. There is no accountability for food,

and a headcount is taken but not always required. Along with providing snacks and beverages

during the day, it is an alternate meal source for those who choose not to go to the DFACs and

refreshment for those working long hours or standing duty watch.

The concept for BLiSS is to maintain the level of service while introducing accountability in food

operations outside of the cafeteria. Offerors should provide an approach that moves towards

the Fixed Unit Price operations and eventually Point of Sale operations, utilizing Meal Cards to

control costs, manage access, maintain and track accountability, and limit waste.

One additional or alternative approach to providing service might be the introduction of

Vending Machines at each site. This would provide further convenience and accessibility and

could provide snack foods, canned beverage, coffee and other items.

These would need to be cashless systems, using credit cards and/or Meal Cards. The machines

would be purchased by the Contractor on a cost reimbursable basis and become GFE, installed

and maintained by the Contractor. Installation might require networking so as to record sales

and approve credit card and Meal Card usage. Coordination with IRM and Facilities

Management for the locating and installation would be required, and maintenance should

include pest control.

7. General Standards – Supply Chain: The current support for the DFACs is provided through the

DLA contractor based in Kuwait. All shipments are assembled there, dedicated for deliveries at

various U.S. sites within Iraq. The trucks cross the borders with a Diplomatic Note. Under BLiSS,

this will no longer be an option.

The contractor will be required to establish an extensive and continuous sourcing of supplies for

both food items and consumable products (e.g. napkins, plastic ware, soaps, detergents, paper

towels, etc). Sources should be competitively contracted for wherever possible.

It is the Contractor’s responsibility to ensure that the proper Government of Iraq (GOI) licensing

and approvals are in place for vendors, suppliers, trucking companies, distributors, and

manufacturers; in other words, to be in full compliance with the laws and regulations of GOI.



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Further, the Contractor will take steps to prevent the introduction and use of black-market

items, and take aggressive action if a subcontractor or vendor is found to be trafficking in goods

that are illegal, banned, stolen or not properly inspected or taxed. These items will not be duty-

free or receive custom-clearance support from DOS (Section H.21 does not apply.)

The goal is to introduce a full line of food items that is continuously available and meets

international quality standards. The capability of food preparation is limited in the kitchens, and

should be taken into account. Contracting from local vendors and distributors is strongly

encouraged, for individual food items (e.g. rice, vegetables), packaged products (e.g. single

serving milk cartons) and prepared foods (e.g. baked goods). However, requirements for food

safety and security apply.

6.a. Food Safety: One chief concern in moving away from DLA support and to a Contractor

Supply Chain that utilizes local, regional and international sourcing is Food Safety. A study

conducted on behalf of the DOS in early 2012 reported that food and beverages available

through local distributors are possible and viable:

“Iraq food Standards are based on Codex Alimentarius, as well as regulations and standards of neighboring countries such as Egypt, Jordan, and Gulf Cooperation Council States…(and) is recognized by the World Trade Organization (WTO) as an international reference point for the resolution of disputes concerning food safety and consumer protection. The Iraqi Central Organization for Standardization and Quality Control (COSQC) is an independent government agency that was established by law no. 54 in 1979 and acts as a consultant on quality control and standardization issues for government ministries and state owned enterprises. It maintains relationships with international standard setting organizations. The organization is presided over by a president and a deputy minister. It consists of three directorates headed by a general director who reports to the president. The Republic of Khurdistan (KRG) has reached an agreement with their counterparts in Baghdad, on adopting the same standardization and quality control standards issued by COSQC. The COSQC has

established industry-standard Labeling and Shelf-life criteria.”

The report in its entirety, Supplemental Local Resource Initiative – Iraq”, dated February 28, 2012, is published on FedBizOpps. The Contractor will include an approach to Food Safety in the Hazard Analysis and Critical Control Point plan (see below.)

8. General Standards – Safety: The Contractor will be responsible for establishing a Safety

Program within the food service operation as part of the overall Program Management Plan. The

program will include initial training of all personnel, and periodic refresher courses with updates

and will be documented. Accommodations should be made for Local Nationals who are not fully

competent in English.



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The Contractor’s Safety Officer will collect and maintain a current file onsite of Material Safety

Data Sheets (MSDS) on all chemicals used in the Cafeteria, and shall be ready for inspection by

the COR or DOS safety officer at any time. Proper handling of all chemicals will be followed by

workers.

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

of cooking.

Accidents involving personnel injury or significant damage to equipment and facilities should be

investigated, recorded and reported, and reported to the COR. A Safety Report will be part of

program and quality assurance reviews, along with actions taken to prevent future similar

incidents.

9. General Standards – Food Worker Health, Sanitation and Hygiene: The Contractor shall follow

the most recently published Food Service Sanitation and Public Health Service Publication.

Further, the Contractor shall meet or exceed the established standards as outlined by the US

Food and Drug Administration (US FDA) and US Department of Agriculture (USDA) health codes

and regulations relating to food service sanitation and procedures.

The contractor shall ensure the food workers and managers are ServSafe trained. Additional

training will be conducted and documented on a periodic basis, focusing health, hygiene, food

service sanitation and procedures. Accommodations will be made for LNs who are not fully

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

and Arabic.

The food workers shall be provided with proper and clean work uniforms by the Contractor,

including hair nets and/or head covers when they are performing their duties in the cafeteria.

Legible nameplates identifying each employee shall be displayed as part of the uniform.

Employees shall be required to change their clothing into the uniform onsite. Sufficient

uniforms will be provided to allow changes. Uniforms shall be laundered on a regular basis.

All workers employed by the Contractor shall be physically able to perform their assigned work,

and shall be certified as free from communicable diseases as determined by a medical

examination performed at no cost to the government. The exams will be part of the personnel

folder and made available on demand to the Regional Medical Officer (RMO) or other appointed

authority.

The Contractor shall develop and utilize Hazard Analysis and Critical Control Point (HACCP) plan

tailored to the menu plan to periodically assess and prevent potential food safety hazards. Any

suspected outbreak of human illness among employees is to be reported immediately to the



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BLiSS COR and RMO. A suspected outbreak of human illness results when two or more persons

have common symptoms that may be associated with contaminated water or food, or other

adverse environmental conditions. Any such incidents should be included in the program

management and quality assurance reviews. The HACCP plan will be submitted to the DOS for

approval.

The Contractor shall develop and maintain an inspection system intended to ensure standards

of health, sanitation and cleanliness, and include written records of inspections made. These

records will be made available to the COR upon request, and results should be included in

quality assurance reviews.

10. General Standards – Transition for Cafeteria and Snack Bar Operations: This period, otherwise

identified as “Base Year” is from the time of award until the Food Operations can migrate to a

Firm-Fixed/Fix Unit Price (FUP). DOS estimates this time period will be approximately 9 months,

but will be determined in negotiations. Each offeror should address the timeline in both the

Transition Plan and the Food Operations Plan, providing an estimate on the total migration

dates with key milestones, and how the cafeteria and snack- bar will be managed during the

Base Year.

During the Base Year, the Task Order for Food Operations in Iraq will be a Firm Fixed Price for

operations, which should allow for all labor and associated costs. This period will allow staffing

up, training, transitioning from the incumbent to the new Contractor, shift from the DLA supply

contract to the Contractor supply system, modifications to the floor lay-out and customer

management in the dining areas and food lines, menu-development, installation and testing of

an enterprise-wide Customer Relationship Management system; and study of the cost of

operations for negotiating a FUP.

DOS anticipates 60-day demobilization for the incumbent contractor that must be completed

before December 31, 2012.

DLA requires a 180-day notice for transfer from the existing DLA support contract. The date

they are officially notified by DOS starts the clock. The drawdown will be a glidepath with

predetermined reductions in headcount. At a certain date, possibly day 120, items on the DLA

list will no longer be carried, or Not-In-Stock. During this downward glidepath, the Contractor’s

own supply chain should be ramping up, so that the level of service and variety of menu items

has limited disruption. There will be a period when the Contractor’s food supply pipeline begins

invoicing for food ordered, and DOS sees a reduction in the amount of food ordered through

DLA.

In order to access the DLA ordering system, up to 3 personnel per site must be eligible to obtain

a Common Access Card (CAC). The redundancy is to allow for R&R and other breaks in service.



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The three personnel should be eligible for receiving a CAC. This requirement will expire when

access to the DLA ordering system is no longer required.

During the Base Year, the Contractor will get cost reimbursement on the associated costs.

Associated costs may include the purchasing and installation of a Food Management System

(e.g. Meal Card; Supply Ordering; redesign of cafeterias and snack bars to achieve

accountability; purchase and installation of vending machines; etc).

For the Cost of Food ordered from DLA initially and then from the Contractor’s supply chain will

have a budget of $20 per person per day for authorized Full Time patrons, and $8 per person per

workday for authorized Partial Time (lunch only) patrons .

DOS will pay DLA directly for the cost of food ordered. As the Contractor switches to its own

supply chain, DOS will be invoiced monthly with appropriate documentation for CPFF for the

remainder of the Base Year.

Offerors should include in the proposal a transition management plan that will minimize

disruption to ongoing services. In past performance, references to where this has been done

before at a similar scale with similar difficulties, and approach to mitigating risks would be

informative. Also, an understanding of the impact of changes as well as a commitment by

Offeror leadership to cooperate with DOS, DLA and the incumbent in achieving this transition in

a timely manner, and in negotiating FUP contract, should be addressed.

Labor: The Offeror should address the approach to staffing the Food Operations, to include

percentage of incumbent staff that might be recruited, recruitment and vetting issues and

approach, management structure, meal coverage, levels of expertise, supervisory positions, and

other as appropriate. If the approach is to use TCNs, then the proposal should address how the

Offeror will overcome obtaining of visas, and provisioning of housing (can be tied-in to the

section on Housing under Staffing Plan.)

11. General Standards – Cafeteria and Snack Bar Operations: As mentioned above, the current

food service operation is derived from the U.S. military DFAC model under the LOGCAP program,

and is essentially an “open buffet”. The incumbent contractor provides labor and management

of the operation, orders all food from DLA, and is reimbursed for any costs incurred. This model

provides a set payment per authorized diner per day that goes towards the purchase of food

and supplies. The DOS pays DLA for the food that is delivered.

The below scenario is a suggested concept for operation. This concept is based upon food

operations systems available at universities, cafeteria operations at government facilities, and

the use of a debit card or smart card as used on some transit systems (the Washington D.C.



Page 13

Metro system is an example.) We expect that offerors will provide a proposal that is proven,

possible, supportable and sustainable, and achieves our long-term goals of a Point of Sale

system that is transparent and real-time. Also, offeror’s proposals would include a timeframe

for setting up such a system, and the time required to transition to such a system.

Meal Plan: The concept under BLiSS following the Transition is that each authorized

Government employee will receive a monthly subsidy for food, three meals a day for the full

month. This subsidy will be based upon the negotiated Firm Fixed Unit Pricing (FFUP) for each

meal—breakfast lunch and dinner, set for the contract year. For example, the FFUP is set at

$5.00 for breakfast, $10.00 for lunch, and $10.00 for dinner, or $25.00 per day. In a 30 day

month, that subsidy will be $750.

The negotiated FFUP will be the Contractor’s pricing to cover all food costs, labor, supplies,

sundry items, IT system support, meal card set-up, cost of operation, and profit within the Iraq

Food Operations Task Order. It should not include costs born under the PMO task order.

On a certain date, the Contractor would provide DOS with a projected cost of subsidy for the

upcoming month, e.g. $750.00 ($25 X number of days in June) times the population (5,000

authorized patrons) for $3.75M. DOS would then deposit these funds into user accounts prior

to the month start.

Each subsidy would then be allotted to the patron on the first day of the month. In this

scenario, it could be a meal card/smart card that is assigned to the patron. The meal card would

be in lieu of a cash system…ideally there would be no cash exchanged in this operation.

Eventually, the amount of subsidy may be reduced, but this is not an impact on the FF/FUP. As

mentioned before, the long-term goal is to migrate to a cashless Point of Sale system. The date

for this change is not determined.

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

Bars:

Authorized Government Patrons - Iraq: DOS and tenant agency employees who live and

work on the site. These customers receive full subsidy, and will be taking all meals on

site.

Authorized Government Patrons – Temporary: Government travelers, TDY to the

country; non-subsidized but may have per diem funds loaded onto the card.

Authorized Contractor Patrons – Iraq: Contractors who live and work on the site. These

customers will have their meals subsidized through contractual arrangements, and will

be taking all meals on site.



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Authorized Contractor Patrons – Limited: Contractors who work on site, but live off site.

Meals may be limited based on the work schedule. These customers will have their

meals subsidized through contractual arrangements.

Local Employed Staff – Limited: DOS and tenant agency employees who work onsite

and may choose to utilize these services. They would possess a card, but would be

required to load funds (U.S.) onto the card prior to taking a meal or using the Snack Bar.

The above list does not include official or unofficial guests. This segment will be determined

after award. There should also be the capability for DOS to purchase food items

independently of meals directly from the Contractor, using the Meal Card. This might be for

the Ambassador’s residence, official functions, or office cook-outs on a limited basis.

The Meal Card would function as an electronic wallet, similar to the Washington DC

Smartrip Card. A business can provide a monthly subsidy to the Smartrip, which is used

solely for riding on the subway system. The Smartrip owner can also load on funds to be

used to pay for parking. Or if the subsidy is used before the end of the month, the owner

can load on more funds to continue using the subway. On the first day of the new month,

any existing funds leftover from the subsidy disappear and the new amount shows up.

However, existing funds from the owner stay on the card.

The Meal Card might follow a similar path. Going back to the example above, for User A,

who is a light eater and often makes other choices on when and where to eat. On Day 1

$750 is loaded onto User A’s card. The user swipes it to buy meals but by the last meal of

Day 30, still has $50 on the card. On Day 1 of the new month any funds left over would

disappear (go back to DOS) and $750 would go onto User A’s card.

User B gets the same amount in subsidy, but never misses a meal. User B also swipes it at

the Snack Bar and the Vending Machines, or makes another trip through the meal line to get

another helping of crab legs. On Day 24, the card is depleted of funds from the subsidy.

User B goes to a kiosk, swipes the card, and then swipes a credit card, authorizing more

funds for the card. This amount goes into a separate pocket of the wallet. By Day 1 of the

new month, there are no subsidy funds left on the card, but there is still $5 that he loaded

on the kiosk. The $5 stays there, but another $750 is loaded on.

The card could be loaded at the entry site when the card is swiped on the first meal of the

month. An alternative is the ability to load funds on through a secure internet website.

Any card system proposed should have individual unique identification for the owner,

possess industry standard security protocols, have user password or PIN protection, be

relatively durable and standard wallet-sized. There should be a program to issue the cards,

and an approach to replace lost or stolen cards.



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Serving and Dining Areas Design: The offeror should provide a broad approach to setting

up the Cafeterias and Snack Bars that covers all sites. Take into account the DOS objectives

of maintaining accountability and limiting access to authorized patrons and introducing cost

controls.

If a turnstile system is used, some items should be provided for the diner who has swiped

the Meal Card. The beverages might be outside of the controlled area. Food toppings,

sauces, dressings, dessert bars, should be outside as well.

Food take out should also be available, for patrons to go through the lines, and then take

the food back to the office or apartment.

One particular item is bottled water, which is provided to all on DOS sites free of charge.

Separate chillers outside of the controlled area should be available.

Patrons will be expected to clean up after the meal, and take the tray, dinnerware and trash

to designated site for turn-in and disposal.

Firm Fixed/Fixed Unit Price – As described earlier, the objective is to move from the CPFF

Task Order assigned during the Transition, to a FF/FUP Task Order when fully mobilized, and

eventually to a Point of Sale System. During the FF/FUP Task Order, the Contractor will

provide a Full Service Food Operation for the DOS consisting of Cafeterias, Snack Bars and

other venues as agreed upon by the agency and the Contractor. The Government will

provide no funding for the delivery of this service. Instead, the Contractor will receive

monies based on the sale of meals and food items directly from the patrons. The FUP will

cover all labor, food, consumables, and other associated costs directly in line with the cost

of the service.

12. Special Note - Other:

Variations - The Government is not to be held responsible for any variation in the population

figures or variation in customer head count. The Government will make every reasonable

attempt to keep the Contractor informed in a timely manner of changes in policy or

manning that may affect usage of the food operations, so that supply chain, ordering and

labor may be adjusted at minimal impact to the Contractor’s business.

Special Events: There will be times when the Contractor will be required to support Special

Events, (e.g. Fourth of July picnic; Receptions). Offerors should provide a description of how

food and labor would be provided for such events within the FF/FUP pricing structure.

Site Ice Production & Storage: Some sites have the capability to produce and bag ice. This

service is to be factored into the overall cost of operations for the Base Year and Option

Years accordingly. The making, bagging, storing and distribution of ice will be one of the

duties of the Food Service staff at the cafeteria, as needed.



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Bottled Water Inventory Control and Distribution: The IZ, CG Basrah and BDSC require the

receiving, storage, inventory control at multiple pre-determined locations at each

compound. In many instances, there are coolers that have to be refilled. This service is to

be factored into the overall cost of operations for the Base Year and Option Years. Re-

ordering will be done by GSO based on inventory count and projections provided by the

Contractor. This effort is a daily requirement.

Documents

EXHIBIT A.1- ATTACHMENT 1 DOS Iraq Food Operations and ... · developing staffing proposals and pricing. The table shows maximum feeding capacity, seating ... at a university in the