2 Fort Fairfield LPOE CMa and CxP SOW Final 2023 08 15.pdf

STATEMENT OF WORK

Fort Fairfield Land Port of Entry

BIPARTISAN INFRASTRUCTURE LAW DESIGN EXCELLENCE

PROSPECTUS-LEVEL PROJECT

CONSTRUCTION MANAGER as ADVISOR AND COMMISSIONING SERVICES (CMa w/CxP) SOW | DESIGN-BID-BUILD PROJECT

DELIVERY

PROJECT IDENTIFICATION:

PROJECT NAME FORT FAIRFIELD LAND PORT OF ENTRY

REGION NEW ENGLAND REGION 1

DIVISION GSA OFFICE OF DESIGN & CONSTRUCTION

BUILDING NAME FORT FAIRFIELD LAND PORT OF ENTRY

BUILDING ADDRESS

4 Boundary Line Road, Fort Fairfield ME 04742

CONTRACTING

OFFICER

Michele Valenza - 1PQE

PROJECT MANAGER Nicholas Budris 1PTC

LAST REVISION August 15, 2023 mailto:michele.valenza@gsa.gov

Table of Contents

SECTION 1- SUMMARY 5

1.1 Project Description 5

1.2 General Information 5

1.3 Contract Type 6

1.4 Delivery Method 6

1.5 SUPPLEMENTAL PROJECT INFORMATION 6

1.5.1 NEPA (National Environmental Policy Act) 7

1.5.2 Tribal Engagement 7

SECTION 2 - GENERAL REQUIREMENTS 7

2.1 Project Delivery Team 7

2.2 Program of Requirements (POR) 8

2.3 Period of Performance - Project Milestones 8

2.4 Standards and Criteria Documents and Reference Materials 9

2.4.1 Pre-planning and record documents for the LPOE: 9

2.5 Communications Plan 10

2.6 Electronic Project Management Information System (PMIS) and HSPD-12 requirements 10

2.6.1 General PMIS Information - KAHUA and ProjNet (Dr. Checks) 10

2.7 Personnel Security Requirements 11

2.8 Building Information Modeling (BIM) 11

SECTION 3 SUSTAINABILITY 13

3.1 LEED® Certification at LEED Gold level 13

3.2 SITES® Certification at SITES Silver level 13

SECTION 4 - SCOPE OF SERVICES 14

4.1 Site Acquisition Stage 14

4.1.1 Geotechnical Study 14

4.1.2 Geothermal testing reports 14

4.1.3 Site Accessibility Analysis 14

4.2 Not Used 14

4.3 Design Stage 14

4.4 Meetings 14

4.4.1 Program Review Meetings 14

4.4.2 Project Progress Meetings 14

4.5 Design Stage Key Project Personnel 15

4.6 Design Submissions and Reviews 15

4.7 Value Management (VM) Study 15

4.8 Schedule Management 16

4.8.1. Schedule Development and Maintenance 16

4.9 Partnering 16

4.10 Risk Management 17

4.11 Quality Assurance Reviews 18

4.12 Art in Architecture (AiA) Coordination 18

4.13 Historic Preservation and Environmental Compliance 18

4.14 Construction Cost Estimate Development and Review 18

4.15 Commissioning 18

4.16 Design Concept Phase 19

4.16.1 Partnering Session (See section 4.9 above for details of Partnering) 19

4.16.2 Design Concept Peer Reviews 19

4.17 PBS Commissioner’s Concept Presentation 19

4.18 Design Development (DD) Phase 19

4.18.1 Partnering Session (See section 4.9 above for details of Partnering) 19

4.18.2 Systems Selections Analysis Meetings 19

4.18.3 Construction Work Sequence Plan 20

4.18.4 Mock-ups 20

4.18.5 Sight-Line Tests 20

4.18.6 System Testing 20

4.19 Construction Documents (CD) Phase 20

4.19.1 Partnering Session (See section 4.9 above for details of Partnering) 21

4.19.2 GSA CAD Library Coordination 21

4.20 Construction Procurement Stage 21

4.21 Construction Stage 21

4.21.2 Construction Commencement 22

4.21.3 Construction Administration 22

4.22 Construction Excellence Peer Reviews 29

4.23 Art in Architecture (AiA) 29

4.24 Lessons Learned Workshop 29

4.25 Commissioning 30

4.26 Inspection Services 30

4.27 As-Built Drawings 31

4.28 Substantial Completion / Turnover Process 31

4.28.1 Turnover Process 31

4.29 Preparation for Occupancy 31

4.29.1 System Training and Inventory 31

4.29.2 Testing and Inspections 32

4.30 Closeout Stage 32

4.30.1 Final Record Documents 32

4.30.2 Commissioning 32

4.30.3 Project Financial Closeout 32

4.30.4 Construction Management Services – Post Construction/Project Closeout 32

4.31 Tenant Occupancy Stage 33

4.31.1 Furniture, Fixtures, and Equipment (FFE) Installation 33

4.31.2 Security and door hardware installation and commissioning 33

4.31.3 Tenant Move-In 33

4.31.4 Operations/Service Phase 34

End of Scope of Work 34

SECTION 1- SUMMARY

The purpose of this document is to provide an overview of the Project and the CMa Contractor (Hereby referred to as the CMa) requirements as a part of the Design-Bid-Build (DBB) method. This document combined with the documentation contained in the Section 2.4 Standards and Criteria Documents and Reference Materials, and hyperlinks provided constitutes the scope of work (SOW). For conflicts or ambiguities within or among the contract documents the CMa shall refer to this document.

1.1 Project Description

This Statement of Work (SOW) is for Construction Manager as the government’s advisor (CMa).

The General Services Administration (GSA) intends to design and construct a modernization and expansion of the Fort Fairfield Land Port of Entry (LPOE) (hereafter referred to as Fort Fairfield LPOE) for U.S. Customs and Border Protection (CBP) and the General Services Administration

(GSA).

1.2 General Information

The Fort Fairfield LPOE is located at 4 Boundary Line RD, Fort Fairfield ME. GSA owns the buildings and land. CBP is the tenant and operates out of the buildings and the land. The Fort Fairfield LPOE is situated about 100 feet west of the U.S./Canada border, on the northside of Maine State Route (SR) 161 (Boundary Line Road) and overlooks the Aroostook River Valley to the west.

The setting is rural with occasional residences dotting SR 161 (Boundary Line Road) leading to the LPOE. The Fort Fairfield LPOE is located proximate to the Canada Border Services Agency facility located at Andover, New Brunswick on New Brunswick Route 190. The Fort Fairfield LPOE is a surviving facility in the Colonial Revival style erected between 1931 and 1937 and it is listed on the National Register of Historic Places.

A proposed action for a new facility was developed in a feasibility study completed by Parsons in October 2019. The purpose of the proposed action is to improve the operational efficiency, safety, and security for CBP personnel and cross-border travelers at Fort Fairfield, Maine. The specific objectives of the proposed action are to:

● Increase vehicle processing efficiency and capacity,

● Reduce traffic queues and travel delay when approaching the land port of entry (LPOE) from both directions,

● Meet all accessibility standards

● Minimize conflict points among different types of traffic crossing the border (passenger vehicles, and commercial vehicles)

● Add a functional secondary inspection area for passenger vehicles,

● Allow for expansion to accommodate future demands,

● Introduce new safety and security technologies and border initiatives, and

● Incorporate sustainability features, catalyze clean energy industries, and advance community goals per the Bipartisan Infrastructure Law (P.L. 117-58), enacted November 15, 2021. PBS is also championing the use of low embodied carbon building materials, and working to convert facilities to high-performance green buildings, along with piloting emerging and sustainable technologies per the Inflation Reduction Act (P.L. 117-169) , enacted August 16,2022.

The proposed action is needed because the existing facility can no longer support the staffing needs for CBP. This inadequacy prevents staff operating at the LPOE from adequately fulfilling their missions. Specifically, the deficiencies at the LPOE fall into three broad categories: 1) limited

A/E Statement of Work (v 2022/06) - DBB Delivery U.S. General Services Administration U.S. Land Port of Entry, Fort Fairfield, ME 04742 New England Region (Region 1) Project No. ME: TBD Design & Construction Division (1PTC) Contract No. TBD July 06, 2023 capacity; 2) the existing building's condition and available space allocations; 3) meet today’s accessibility standards. This LPOE was designed to provide trade and travel facilitation and was not built for today’s national security mission, trade and travel volumes, or other threats. Improvements at ports of entry will increase processing capacity and enhance security and facilitate trade and travel volumes to the United States. Specifically, investments in modernizing infrastructure enable CBP to expand new drive-through technologies to rapidly facilitate vehicles through the port and into the United States. These investments will put CBP in a better position to detect high-risk activity through intelligence, targeting, and risk analysis; deter non-compliance with trade laws; and disrupt fraudulent behavior through punitive and compensatory actions and suspension and debarment. Updated facilities allow for market expansion by removing barriers of entry into the U.S. economy while also combatting unsafe products, Intellectual Property Rights violations, and other predatory trade practices.

AECOM will be contracted to complete the pre-design phase to validate the current “preferred alternative” as identified in the 2019 Feasibility Study, AECOM will also be developing additional solutions that will meet the operational requirements of CBP specifically addressing the future status of Brayal road. Attached is AECOM PreDesign SOW for reference. We are also adding the additional scope of work for AECOM following pre-design work. This document should be used as a reference for your pricing effort.

The primary objective of this project is to modernize the Fort Fairfield LPOE for CBP to meet current and forecasted operational mission needs and in accordance with the CBP 2018 Design Standard with design clarifications and 2021 PBS P-100 with 2022 Addendum baseline. The project's minimum target is LEED Gold Certification with the Goal of Platinum, Sites Silver certification, and technologies implemented with the goal of reaching NetZero Ready (Refer to EO 14057 § 205(c) and P100 § 1.9.1)

1.3 Contract Type

This project is a firm fixed-price contract. The services required shall include, but shall not be limited to, the following:

a. Contract Management and administrative support

b. Cost Estimating, Value and Schedule Management

c. Basic and Enhanced Commissioning (CxP), including envelope commissioning (CxE)

d. Construction Administration

e. Close out and Tenant Occupancy

1.4 Delivery Method

The contract is to support a Design-Bid-Build (DBB) delivery. DBB is a traditional construction project delivery method that involves the completion of three distinct project phases in sequence.

Construction does not begin until the design process is complete (and a bid accepted), so there is no overlap between design and construction.

1.5 SUPPLEMENTAL PROJECT INFORMATION

1.5.1 NEPA (National Environmental Policy Act)

The NEPA process is not underway for the LPOE. GSA has contracted with JMT (Johnson, Mirmiran & Thompson, Inc) to deliver an Environmental Assessment (EA) report for the LPOE expansion. A public scoping meeting will be conducted in the future at a location to be determined by JMT. GSA will provide the scope of work (SOW) document as well as the current meeting notes for reference.

1.5.2 Tribal Engagement

GSA will conduct engagement activities with regional National

Recognized Tribes and will submit formal letters to Chiefs at the regional offices. GSA will relay any communications and requested involvement with the project from the regional Nationally Recognized Tribes representatives.

AECOM design RFP has been issued and GSA anticipates an award to AECOM for pre-design services on or before September 20th.

SECTION 2 - GENERAL REQUIREMENTS

Requirements in this section shall apply to all project stages described in the Scope of Services section. Some of the requirements noted in this section may be subject to exercise of contract option(s). In the best interest of the project, GSA expects the CMa to work in collaboration with the entire Project Delivery Team.

The CMa shall:

● Advise GSA with sound management advice regarding all services to be performed. The project goals are to achieve the best quality, value and life cycle cost (LCC) while controlling schedule and budget.

● Take all reasonable measures to anticipate problems and delays to minimize or eliminate their adverse impact to the project schedule, budget, and approved design.

● Take the initiative and act to promptly resolve conflicts, mitigate circumstances that could lead to claims, and keep GSA advised of any potential disputes and project delays.

● Exercise due diligence to ensure that the project meets applicable requirements, codes, regulations, standards, and the project construction documents.

● Understand and fully comply with the principles of Federal contracting, including contract administration in accordance with Federal Acquisition Regulation (FAR), the General Services Administration Acquisition Manual (GSAM), and Public Buildings Services acquisition policy.

● Follow the Construction Management Association of America’s (CMAA) - Construction Management Standards of Practice.

● Establish and maintain communication and professional relationships with GSA, tenant agency representatives, and all Project Delivery Team members throughout all project stages.

● Maintain working knowledge of the GSA P100 and the CBP Design Standards

2.1 Project Delivery Team

Members of the Project Delivery Team Include:

● AECOM (Design A/E)

● GSA personnel

● CBP representatives

● US Border Patrol

● Commissioning Provider (CxP), (CxE) (part of the CMa Team, will be called out separately)

● Artists for the Art in Architecture (AiA) program

● Construction Manager or the Constructor (e.g. general contractor)

● Other stakeholders such as :

○ City of Fort Fairfield

○ Canada Border Service Agency

○ Maine Department of Transportation

○ Nationally Recognized Tribes (Will be identified when the NEPA process begins)

Where differences of opinion exist between the CMa and GSA, the CMa shall not discuss them in the presence of third parties.

2.2 Program of Requirements (POR)

The CMa shall oversee and document the review, validation and updating of the POR by the A/E throughout the Design and Construction Stages. The CMa shall confirm that information gained from the Pre-Design surveys, studies, and analyses are correctly incorporated into the POR. As part of the services provided under all phases of this contract, the CMa shall continually monitor and ensure that the project complies with the POR. See Appendix A for the POR package.

2.3 Period of Performance - Project Milestones

Pre-Design Award 08/24/2023

Pre-Design Contract Notice to Proceed 09/04/2023

Pre-Design 01/12/2024

Follow On Design Proposal 01/15/2024

Design Contract Notice to Proceed 01/22/2024

Design Kick Off Meeting 01/23/2024

Anticipated CMa NTP: 09/28/2023

Concept Development Phase Complete 06/28/2024

Design Development Phase Complete: 03/07/2025

Construction Documents Phase Complete 06/24/2025

Construction Award / GMP Exercised 10/28/2026

Construction NTP: 07/03/2026

Construction Substantially Complete: 05/30/2028

Occupancy 07/11/2028

Close Out: 07/26/2028

2.4 Standards and Criteria Documents and Reference Materials

The project shall comply with PBS-P100, Facilities Standards for the Public Buildings Service, October 2021, with 2022 Addendum. Design Stage submissions shall comply with PBS-P100 Appendix A unless otherwise indicated in this SOW.

The project shall also comply with the following standards and criteria documents from CBP:

● 2023 CBP Design Standards - anticipated issuance on August 25, 2023

● 2018 CBP Design Standards- issued to the A/E of the DBB contract

● Land Port of Entry Design Standard- December 2018

● PROJECT AGREEMENT BETWEEN CBP AND GSA

● Additional guidance will be provided following the award of the CMa contract and the submittal of the NDA to gain access to CBP design guidance

The reference materials shall be used to measure whether the design, construction documents, and construction services comply with contractual requirements. All services shall be conducted in accordance with the version of the reference document current at the time of contract solicitation. Any conflicts or ambiguities within or among the referenced standards and criteria documents, or any deviations from requirements contained in the standards and criteria documents, shall be reported to the GSA Contracting Officer in writing, for written clarification and reconciliation.

Reference materials below were provided to the Design A/E as appendices to the design SOW. These are to be referenced as supplements to the standard documents.

2.4.1 Pre-planning and record documents for the LPOE:

A. 2019 Feasibility Study by Parsons - Final Report

B. Fort Fairfield recent drawings

C. Fort Fairfield POR Final 10-26-22 updated with CR

D. Fort Fairfield POR Final 4-5-2018 (Superseded by Item C, for reference only)

E. BIL

LPOE GSA POR -3-2023

F. 2020-6- 14 ME-Fort Fairfield Final BPP

G. GSA

Safeguarding Assets criteria and documentation

H. Fort Fairfield LPOE Three-Phase Feasibility Study

I. Fort Fairfield A-E AECOM Pre-Design SOW 23 Jun 23 (results will be provide when complete)

J. Fort Fairfield LPOE Geothermal Feasibility Study (Anticipated issuance on October 2023)

K. CBP

Scope Adjustments - Fort Fairfield_Signed_JR

L. AECOM

Follow on Design SOW (Will be sent when ready)

M. 2021 P100 with 2022 Addendum https://insite.gsa.gov/system/files/P100%202022%20Addendum%20Final__0.pdf

N. GSA

P120 Public Buildings Service Cost and Schedule Management Policy Requirements https://insite.gsa.gov/system/files/2023- 06/Final%20Directive_PBS%20Cost%20and%20Schedul%20Management.pdf

O. GSA

Commissioning Guide, Sept 2020 -https://insite.gsa.gov/system/files/GSA_Commissioning%20Guide_Sept_2020_Final.pdf

CBP design references will be provided after award of the CMa contract.

2.5 Communications Plan

The CMa shall comply with GSA’s project communication plan. The plan shall be followed, maintained, and updated by the CMa for approval by GSA as required throughout all project stages. Refer all requests and responses concerning the project to the Contracting Officer. The CMa shall not release any oral, written, or graphic project information, or make any agreements with other sources, without obtaining prior consent from GSA. Unless otherwise noted in this contract or requested by the Contracting Officer, the CMa shall respond to GSA correspondence within 7 calendar days.

2.6 Electronic Project Management Information System (PMIS) and HSPD-12 requirements

GSA requires the CMa to use GSA’s PMIS system throughout the project life cycle as a repository for timely and accurate project information, and to serve as a tool to manage and monitor progress and modifications. The CMa shall use PMIS to post all project information, including sensitive but unclassified (SBU) documents, contract documents, such as awards and modifications, and communications. The CMa shall primarily use PMS features and workflow processes to review and collaborate with the project Delivery Team and GSA.

2.6.1 General PMIS Information - KAHUA and ProjNet (Dr. Checks)

The CMa shall use GSA’s electronic project management system aka “Kahua”, throughout the project. Kahua is a web-based project management tool which provides GSA with an automated workflow, collaboration, document management, and project management solution to assist GSA in managing the design and construction of projects.

GSA will use Kahua throughout the design and construction stages as a repository for all project information and as a tool to manage and monitor progress of the project. It will be used to monitor and process the general contractor’s requests for payment, review and approval of project submittals, contract modifications, and other project processes. Unless provided otherwise (e.g., https://insite.gsa.gov/system/files/P100%202022%20Addendum%20Final__0.pdf https://insite.gsa.gov/system/files/2023-06/Final%20Directive_PBS%20Cost%20and%20Schedul%20Management.pdf https://insite.gsa.gov/system/files/2023-06/Final%20Directive_PBS%20Cost%20and%20Schedul%20Management.pdf https://insite.gsa.gov/system/files/GSA_Commissioning%20Guide_Sept_2020_Final.pdf

Dr. Checks for sharing documents and conducting design reviews, encrypted email), the A/E shall rely exclusively on Kahua to post, review, access, comment on, collaborate, or otherwise submit all project information.

The CMa shall manage their role in the Kahua database effectively. This includes maintaining enough properly trained staff with the required security clearances and ensuring that personnel attend the mandatory GSA-provided training sessions.

The CMa shall use Kahua to upload, store, capture, preserve, record, maintain, update, and route all project-related documentation to comply with GSA's Document Security Requirements.

Classified material is not permitted to be stored in this system. The CMa shall use the workflow processes contained within Kahua to submit and receive approval for all project deliverables.

The CMa shall regularly monitor and review Kahua to ensure their data is current through completion of the close-out phase of construction.

The following represents a non-exclusive list of project information and documents that shall be posted and managed in Kahua: correspondence, schedules, estimates, design submissions, daily reports, inspection reports, requests for information (RFIs), change orders and project milestone submissions.

Kahua is web-accessible and can be accessed via any compatible computer with an Internet connection. GSA will not furnish any equipment related to accessing Kahua.

GSA will provide no cost training to familiarize team members with the Kahua system. Training for Kahua will be provided virtually by GSA’s Kahua manager.

GSA will provide Kahua system administration and end-user support for the duration of the project. The Kahua minimum requirements (including IT equipment) can be found at:

https://www.gsa.gov/real-estate/design-construction/project-management-information-system.

An HSPD-12 (Homeland Security Presidential Directive 12) security clearance is required to access Kahua. Project team members without an HSPD-12 clearance will need to work with the GSA Project Manager to initiate the clearance process and request a temporary waiver for access to Kahua until clearance can be confirmed. A waiver means that once the individual’s HSPD-12 clearance is confirmed, a Kahua username and password will be provided. (The A/E may not assume that a waiver will be granted.) Further information on HSPD-12 may be found at the following website: www.gsa.gov/hspd12. The time to process and obtain clearances may vary in length.

2.7 Personnel Security Requirements

The CMa and their subconsultant employees shall undergo a law enforcement check and background investigations.

● Incorporate provisions in all applicable subcontracts to comply with the GSA required personnel security requirements.

● Coordinate with the GSA for information concerning these requirements.

https://www.gsa.gov/real-estate/design-construction/project-management-information-system

2.8 Building Information Modeling (BIM)

The role of the CMa in BIM is to have adequately experienced, COBie certified and trained personnel to ensure that the general contractor is performing and delivering model updates per the prescribed schedule and to manage the modeling quality assurance tasks to ensure the general contractor has developed the procedures required to record the asset information needed at turnover, and that the model and updates are shown and modeled per the requirements of the CDX and GSA BIM Standards..

The CMa’s personnel dedicated to BIM support must have demonstrated experience in the use of BIM software for construction management activities in projects of similar size and scope including: Modeling and model viewing; Construction document preparation from models; Construction coordination; as-built records; and COBie-based information attributes within BIM models.

The CMa shall demonstrate the knowledge and proficiency of the lead BIM support personnel with:

● A recognized certification in the BIM software in use for the project.

● A COBie-certified professional dedicated to the project with the following three certification achievements: 1) COBie As-Designed; 2) COBie As-Built; and 3) COBie Quality Control.

● BIM Visualization experience: Ability to provide a virtual walk through and fly-around of A/E or

Contractor provided models. These capabilities shall be available in particular to facilitate live, “on-board” project review meetings and to support presentations required to obtain project approval.

● 3D Video Animation experience to create repeatable, animated, fly thru views of the project models.

● Clash detection and reporting experience using available software to detect clashes and other design or trade coordination errors found within the modeled building’s disciplines, systems, and equipment.

● Coordinate with the GSA’s SDM Specialist and D&C Technical Services Representative regarding the NBSAP definition of gross, rentable, and usable area data before the DB begins classifying and assigning space in the BIM model.

● Review the DB’s submitted BIM Execution Plans (BEP), for adherence to project goals and requirements and timelines; provide comments and review resubmissions.

● Conduct QA review of the BIM-model during development to ensure compliance with the BEP, GSA P-100, and BIM standards.

● Ensure BIM models meet the specifications of, and provide the data and geometry required by the GSA Spatial Data Management (SDM) group and the CDX. BIM models shall first be reviewed by GSA D&C Technical Services, and after approval by GSA SDM.

● Ensure BIM files are properly geolocated and oriented to a specific site and contain all information regarding building elements for inclusion in GSA Geospatial Data reporting.

● Lead the development, inclusion and completion of full project COBie data within the BIM to ensure complete transfer of equipment and other asset information to the GSA National Computerized Maintenance Management System (NCMMS) and/or templates. This includes, but is not limited to, ensuring that data structures are complete and accurate in both native models and IFC files.

● Provide assistance in the development of a project COBie Execution Plan, provide QA for the development of asset templates and spreadsheets, and ensure timely & complete delivery of COBie, spatial, and as-built data and documentation to meet GSA data requirements and project required deadlines for external project activities (such as O&M contract development).

● Document in a written report the variances between the practices detailed in the accepted BEP and GSA Standards against the DB’s BIM models and required deliverables. This reporting shall be done https://sites.google.com/gsa.gov/ncmms/home throughout both Design and Construction phases of the contract to call out where models need to be improved to meet GSA Standards.

● Document basic BIM model quality by UniFormat II classification.

● Ensure a complete and accurate BIM submission from the general contractor is ready for inclusion in

GSA storage systems and is ready for use by GSA personnel. For example, BIM files shall be detached and free from direct referencing of file trees localized to the DB’s own worksite.

● Manage BIM discussions amongst the Government offices involved in the project to ensure the project BIM is acceptable. This includes the GSA Office of the Chief Architect (OCA), GSA Office of Project Delivery, the GSA Spatial Data Management Branch (SDM), and the Office of Facilities Maintenance (OFM), as well as tenant agencies, and others.

● Document deficiencies in the COBie and SDM data sets within the model, and/or transfer files, if required, for data transfer.

● Ensure Construction BIM COBie data and area plans are complete and meets/includes all GSA requirements.

● Ensure all Record documents, native-format BIM and IFC models accurately reflect the final project details and condition.

● BIM Visualization: Ability to provide a virtual walk through and fly-around of the general contractor’s provided models. These capabilities shall be available in particular to facilitate live, “on-board” project review meetings and also to support presentations required to obtain project approval.

● 3D Video Animation – create repeatable, animated, fly-thru views of the project models.

● Accessibility - The CMA shall have adequately experienced, access certified and trained personnel to ensure that the general contractor is performing access reviews and delivering updates per the prescribed schedule to ensure quality of accessibility and the GSA DEIA strategic plans are being implemented.

SECTION 3 SUSTAINABILITY

3.1 LEED® Certification at LEED Gold level

● Serve as the LEED® Project Administrator. In this role, the CMa shall develop strategies with the Project Delivery Team to meet the project’s LEED® certification goal through two split design and construction applications to Green Building Certification Institute (GBCI).

● Manage, collect, and document all information and data required for LEED® applications, and appeals as required, in LEED® Online throughout the Design and Construction Stages.

● Maintain and update the U.S. Green Building Council (USGBC) LEED® scorecard throughout the Design and Construction Stages.

● Review the A-E’s USGBC LEED application, the CMa will prepare review comments and send them to the CO for review.

● Prepare and submit a split LEED® application with both a design and a construction phase submittal, in order to achieve an approved LEED® certification within one year after building occupancy.

If GBCI denies a proposed LEED® credit, the CMa shall review and analyze the credit submission(s) with the Project Delivery Team, reconcile shortcoming(s), and determine whether to appeal the credit. The CMa shall provide and submit additional fees and project data as required for a ruling through the Project Credit Interpretation Request process.

3.2 SITES® Certification at SITES Silver level

GSA has committed to participate in the Sustainable Sites Certification Program (SITES™), managed by Green Building Certification Institute (GBCI) for its capital construction program. Through integrative design and application of sustainable design principles, all new construction projects shall achieve, at a minimum, a SITES Silver (v2) rating through the Green Building Rating System of the U.S. Green Building Council.

● Assist in developing strategies with the Project Delivery Team to achieve the project’s SITES® certification goal through split design and construction applications to Green Building Certification Institute (GBCI).

● Collaborate with the SITES® project administrator throughout the Design and Construction Stages.

If GBCI denies a proposed SITES® credit, the CMa shall:

● Review and analyze the credit submission(s) with the Project Delivery Team, reconcile shortcomings, and recommend whether to appeal the credit.

● Provide and submit additional project data as required until the project’s SITES® certification goal and final GBCI SITES® certification have been achieved.

SECTION 4 - SCOPE OF SERVICES

The CMa shall perform all services described in this Scope of Services in accordance with applicable requirements and provisions set forth in the General Requirements. Some of the requirements noted in this section may be subject to exercise of contract option(s).

4.1 Site Acquisition Stage

4.1.1 Geotechnical Study

Review geotechnical engineering analysis, including coordination of location and quantity of soil borings.

Review and provide comments on the final geotechnical study.

4.1.2 Geothermal testing reports

Participate in the review and characterization of the geothermal testing reports, which are being conducted by GSA and its contracted A/E performing the borings, collection of samples, and analysis

4.1.3 Site Accessibility Analysis

The CMa shall confirm that information, findings and/or mitigation factors required or otherwise agreed to by GSA as a result of the physical accessibility review process are incorporated in the design documents.

4.2 Not Used

4.3 Design Stage

The Design Stage consists of the following three phases: Design Concept one design review, Design Development one design review, and three design reviews for Construction Documents submission. The CMa shall provide the following services throughout the Design Stage:

4.4 Meetings

4.4.1 Program Review Meetings

Schedule, attend and facilitate program review meetings prior to the start of each of the design stage phases. Document, submit, maintain, and distribute meeting minutes.

4.4.2 Project Progress Meetings

Schedule, facilitate, and prepare meeting minutes for bi-weekly project progress meetings throughout the entire duration of the design. The design project progress meeting locations will be held virtually and the CMa shall include all costs for any travel necessary for the duration of the design phase in its proposal.

All key project team personnel should attend the bi-weekly project progress meetings, either in person or via conference call. The CMa’s project manager should attend all project milestones and integrated meetings as identified on the attached A/E design schedule. The integrated meetings identified on the A/E design schedule shall be attended by the appropriate technical subject matter experts (SME).

4.5 Design Stage Key Project Personnel

At a minimum, the CMa shall maintain and provide all of the following positions as key project team members during the design phase. GSA shall approve all proposed personnel and any proposed replacements during the contract period.

● Project Executive - The candidate shall be a registered architect, engineer or certified construction manager (CCM) with a minimum 15 years of experience in the field of Design and Construction management and specific experience in the DBB project delivery method.

● Planning Project Manager - The candidate shall be a registered architect, engineer or certified construction manager (CCM) with a minimum 10 years of experience in the field of Design and Construction management and specific experience in the DBB project delivery method.

● Planning Architect - The candidate shall be a registered architect with a minimum 10 years of experience in the field of Design and Construction management and specific experience in the DBB project delivery method.

● Planning Structural, Mechanical, Electrical, Geotechnical / Civil Engineer- The candidates shall be a registered engineer with a minimum 10 years of experience in the field of Design and Construction management and specific experience in the DBB project delivery method.

● Planning Transportation / Traffic Engineer

● Planning Environmental Specialist

● Planning and Security engineer

● Planning IT & Telecommunications Specialist

● Planning Physical Accessibility Specialist

● Value Management Specialist

● BIM technical staff - see requirements under BIM

4.6 Design Submissions and Reviews

The Design Concept Phase will have one submission, the Design Development Phase will have one submission, and the Construction Documents Phase will have three submissions- refer to the A/E’s proposal under contract.

● Verify that all submissions comply with the A/E contract and SOW, 2018 CBP Design Guide, P-100, POR, space program, project budget and schedule requirements and other project requirements.

● Review submissions for addressing coordination, USGBC LEED® scorecard, materials compatibility, tolerances, consistency, constructability, program, codes, and means and methods.

● Review BIM spatial data in relation to program, and gross, rentable, and usable data.

● Prepare and submit comments on each design submission.

● Collect, consolidate, and track all design comments for each submission.

● Facilitate and participate in all design review meetings and document, submit, and distribute design review meeting minutes. Verify that prior GSA approved design submission review comments and value management proposals are incorporated into subsequent design submissions.

● Verify that submissions can be constructed within the project budget and schedule.

● Use BIM to review and validate spatial data for assignments of gross, rentable, and usable area calculations.

4.7 Value Management (VM) Study

The Value Management (VM) Contractor shall perform all services in accordance with this Statement of Work, Task Order and Blanket Purchase Agreement. CMa will hire an independent VE Facilitator in accordance with the P-120 Project Cost and Schedule Management Requirements, dated October 2022.

This Third-Party Estimate and Cost Reconciliation Report is a requirement of the Commissioner’s Concept Presentation. The presentation provides a forum for GSA leadership to discuss the Final Concept Design and a wide range of issues concerning the project including the Project Budget. Value Management Study shall be in accordance with the P-120 Project Cost and Schedule Management Requirements, dated October 2022.

The CMa shall:

● Confirm submission of design documents for Final Design Concept and Design Development VM

Workshops.

● Confirm that all design document questions submitted prior to the VM study phase are answered by the Project Delivery Team prior to the VM workshop.

● Actively engage in VM discussions, reviews, and evaluations of proposals during the various phases of the VM Workshop, including the post-study period following the VM Workshop.

● Ensure that all GSA-approved VM recommendations are incorporated into the design documents.

4.8 Schedule Management

4.8.1. Schedule Development and Maintenance

The CMa shall develop and continually maintain (in widely used and commercially available scheduling software such as Microsoft Project or Primavera P6) an Integrated Master Schedule with milestones and durations to reflect the overall schedule for the entire project. The Integrated Master Schedule shall coordinate and integrate the schedules, services and activities of GSA, the A/E, general contractor, the CxP, customer agency, AiA and all other entities whose involvement may impact the project schedule (e.g., third parties such as utilities or government inspectors).

The CMa shall continually monitor and update the Integrated Master Schedule on a regular basis to ensure that it provides an accurate depiction of the current state of the overall project and serves as a useful project management resource. At a minimum, the CMa shall update the Integrated

Master Schedule monthly to coincide with the monthly schedule updates provided by other entities performing work on the project.

The CMa shall incorporate major deliverables, work packages and key schedule milestones into the integrated master schedule.

The CMa shall regularly update the master schedule based on submissions received during the concept and design development phases.

The CMa shall review and comment on any proposed changes to the A/E’s and the General Contractor’s approved project schedules during the course of design and construction documents development through construction and closeout.

4.9 Partnering

Partnering is a formal management process in which all parties to a project agree to adopt a cooperative, team-based approach to project development and problem resolution to eliminate and/or reduce – conflicts, litigation, and claims. The Public Buildings Service (PBS) of the GSA has adopted partnering as a standard business practice for its nationwide design and construction program. Partnering has been of proven benefit to PBS in improving the quality, cost effectiveness, and timeliness of projects in the program. Partnering is required on all construction projects with an estimated cost of completion exceeding $10M, and is directed per GSA Order 3400.16A PBS CHGE https://www.gsa.gov/real-estate/design-and-construction/construction-excellence/partnering. GSA views its teams as partners and not just abstract service providers. We want our teams to succeed because our partners’ success drives GSA’s successful project completion. Within the bounds of acquisition policy, GSA intends to work to find solutions that will be beneficial to both the Government and its partners.

The initial Design Partnering Session shall be a duration of one day minimum (8 hours plus an additional 30-minute lunch break). It will take place prior to the start of the Concept Design Phase.

The content of the kick-off partnering meeting will include explanations and discussions of how processes work (e.g., for handling design reviews (e.g., BIM models, IDRs), Requests for Information (RFIs), Potential Change Orders (PCOs), Change Orders and Contract Modifications, Submittals and Submittal Reviews, Requests for Payment/Invoices). Include a discussion of what systems are used, what information must be included on documents, what forms/formats are acceptable. Or incorporate into the schedule when these items will be discussed.

The following partnering session(s) generally last no longer than a half day. They will be scheduled at the beginning of the Design Development Phase and the Construction Document Phases. They can coincide with recurring design review meetings and be conducted virtually or in GSA facilities. All partnering sessions will be run by an independent facilitator hired by the CMa. In addition, partnering sessions will be held with the General Contractor and Delivery Team during the construction portion of the project. The design team shall anticipate quarterly partnering sessions during the construction phase.

All Design and the Pre-construction partnering sessions will be conducted in Boston at the GSA regional office and will also incorporate virtual attendance.

4.10 Risk Management

https://www.gsa.gov/real-estate/design-and-construction/construction-excellence/partnering https://www.gsa.gov/real-estate/design-and-construction/construction-excellence/partnering

The CMa is responsible for maintaining a Risk Management Register that identifies and tracks risks and resolutions throughout the duration of the project:

Risks are categorized under three primary stages:

● Site Acquisition Stage

● Design Phase

● Construction phase

The CMa shall conduct an initial risk management and identification session facilitated by an independent risk facilitator approved by GSA. The purpose of this session is to identify all project risks, potential strategies for managing the risks, and the overall impact of each risk. The CMa shall then conduct monthly risk management meetings to review the identified risks, document risk management strategies and make necessary updates. The CMa will be responsible for developing and managing a risk register and facilitating a risk workshop at each design phase to review and update the risk management register.

Project Definition Rating Index (PDRI): The CMa shall participate in risk sessions that will be conducted during the design phase of the project. These formal facilitated sessions will be coordinated by the GSA Project Manager to occur during regularly scheduled project team meetings. During these sessions, the parties will use the Construction Industry Institute’s PDRI tool to assess risks and opportunities for the project. The first PDRI session will occur at the 25% design completion stage. The final PDRI will occur at the completion of construction documents to document that the planning and design is complete, and the project is ready for construction.

Additional information on risk management during the construction phase are provided under section

4.21.3 below.

4.11 Quality Assurance Reviews

The CMa shall:

● Develop a design stage quality assurance plan in accordance with the A/E design scope of work and PBS-P100 Appendix A: Submission Requirements.

● Conduct quality assurance reviews on all design stage submissions and separate subject matter area engagements as noted.

● Assist the GSA with ensuring the completeness of each design stage submittal package and confirm GSA approved quality assurance review recommendations are incorporated into the POR, design submissions, and design documents.

4.12 Art in Architecture (AiA) Coordination

The CMa shall:

● Confirm that the A/E’s Lead Designer and GSA’s selected artist(s) are collaborating in developing and integrating the art and architectural/site designs.

● Verify that the integral architectural and/or engineering elements required by the artwork(s) are coordinated in the design documents.

4.13 Historic Preservation and Environmental Compliance

The CMa shall confirm that information, findings and/or mitigation factors required or otherwise agreed to by GSA as a result of the NEPA process are incorporated in the design documents.

Accessibility and DEIA Compliance: The CMa shall confirm that information, findings and/or mitigation factors required or otherwise agreed to by GSA as a result of the accessibility review process are incorporated in the design documents. The CMa will also manage the process of waivers and exceptions as requested by the Contractor for review and approval by GSA and USAB.

4.14 Construction Cost Estimate Development and Review

At each Concept, Design Development and Construction Document Phase submission, the CMa shall develop an independent estimate and conduct a cost reconciliation between the A/E’s estimate and the independent estimate. The CMa’s estimates shall comply with the P-120, PBS Cost and Schedule Management Policy dated November 2022. The CMa shall review the construction market survey developed by the A/E, the life cycle cost analysis, and sensitivity analysis as part of each estimate and reconciliation.

4.15 Commissioning

The CMa or a subconsultant of the CMa shall perform all commissioning activities throughout the Design and Construction Stages in accordance with GSA Commissioning Guide dated 2020. The CMa shall attend and participate in commissioning coordination meetings and ensure that the proper commissioning activities are incorporated into the design and construction documents throughout the Design Stage.

Additionally, the CMa will perform in commissioning activities during the construction phase to ensure design intent and integrity are achieved.

The CMa shall review and coordinate comments with the Project Delivery Team and GSA on the following:

● Commissioning plan updates

● Development of Commissioning schedules

● Systems selection and coordination plans

● Development of Commissioning test procedures, documents, and checklists

● Commissioning specifications

4.16 Design Concept Phase

In addition to services noted in Section 4.3 - Design Stage, the CMa shall perform the following services during the Design Concept Phase.

4.16.1 Partnering Session (See section 4.9 above for details of Partnering)

Prior to the start of the Design Concept phase, the CMa shall conduct and participate in a One-day partnering session.

The CMa shall:

● Provide an experienced partnering consultant, approved by GSA, to facilitate the session.

● Document, submit and distribute the partnering session meeting minutes.

4.16.2 Design Concept Peer Reviews

Coordinate, attend and participate in the first Design Excellence peer review held at the regions GSA office in Boston MA, Maine and second design excellence peer review held in GSA regional office in

Boston MA. The CMa shall confirm that peer review recommendations are incorporated into the preferred design concept and final design concept.

4.17 PBS Commissioner’s Concept Presentation

Assist the project manager in completing and responding to the GSA’s Commissioner’s Readiness Checklist in preparation for the Concept Presentation. The CMa‘s project manager, or a different team member approved by the Contracting Officer, shall attend, and participate in the PBS Commissioner’s Concept Presentation virtually.

4.18 Design Development (DD) Phase

In addition to services noted in Section 4.3 - Design Stage, the CMa shall perform the following services during the Design Development phase.

4.18.1 Partnering Session (See section 4.9 above for details of Partnering)

Prior to the start of the Design Documents phase, the CMa shall conduct and participate in a half-day partnering session.

The CMa shall:

● Provide an experienced partnering consultant, approved by GSA, to facilitate the session.

● Document, submit and distribute the partnering session meeting minutes.

4.18.2 Systems Selections Analysis Meetings

The CMa shall:

● Actively participate in systems selection analysis meetings.

● Purview and comment on the A/E’s defined alternatives and required analysis for selecting building systems and components. Document, submit and distribute meeting minutes including analyses, calculations, supporting documentation, systems selections, and optimizations for compliance with P100 and other project requirements.

4.18.3 Construction Work Sequence Plan

The CMa shall review and comment on the project’s construction work sequence plan, with a special emphasis on constructability and logistics issues.

4.18.4 Mock-ups

The CMa will be required to participate in any exterior or interior mock-up reviews during the Design Development Phase. The CMa will provide comments on scope, location, and details of the mock ups proposed by the A/E. Mock ups will include CBP requirements such as sight lines and booths, and GSA requirements such as exterior glazing, details and materials selection mock ups, etc. In the case where GSA requires mockups to be constructed the CMa will evaluate the mockups to ensure that they meet CBP and GSA requirements.

4.18.5 Sight-Line Tests

● Review and oversee the sight-line performance tests.

● Validate that visibility requirements are achieved and confirm that they are submitted to GSA for approval.

● Confirm that the approved sight-line configuration(s) are incorporated into the design documents.

4.18.6 System Testing

The CMa shall:

● Provide a list of recommended testing and reports for GSA review. Procure the required field testing and reports and provide recommendations for approval or reconciliation.

● Confirm submission of all system test reports.

A typical list of system testing for LPOEs include the following (refer to LPOE Design guide for additional information):

● Blast Testing

● Projectile Impact Test Report

● Water Penetration Test Report

● Traffic Simulation Report

● Existing masonry testing Reports to assess the current condition of the historical port’s integrity.

● Integrity of the foundation systems and structural integrity of the existing building.

● Existing systems testing- such as emergency electrical, plumbing, and…