4. Coburn Gore LPOE - CMa w CxP SOW 2023 10 12.pdf

STATEMENT OF WORK

Coburn Gore 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 COBURN GORE LAND PORT of ENTRY

REGION NEW ENGLAND REGION 1

DIVISION GSA OFFICE OF DESIGN & CONSTRUCTION

BUILDING NAME COBURN GORE LPOE - ME -ME05551BE/NME00022

BUILDING ADDRESS 6092 Arnold Trail - Route 27, Coburn Gore, ME 04936

CONTRACTING

OFFICER

Michele Valenza - 1PQE

PROJECT MANAGER Li-hang Wang, 1PTCA

LAST REVISION October 12, 2023

1of 38 mailto:michele.valenza@gsa.gov

Table of Contents

SECTION 1- SUMMARY 5

1.1 Project Description 5

1.2 SUPPLEMENTAL PROJECT INFORMATION 6

1.2.1 NEPA (National Environmental Policy Act) 6

1.3 CMa Task Order Assignments 6

1.3.1 Task Requirements Development (Completed during the Charrette and Peer Contract) 6

1.3.2 Task Acquisition Support 6

1.3.3 Task Project Management 6

1.3.4 Task Design Phase 6

1.3.5 Task Building Commissioning 6

1.3.6 Task Construction Phase 6

1.3.7 Task Closeout 6

1.3.8 Lessons Learned - Best Practices - Peer Reviews 6

1.4 Project Delivery Approach 6

1.5 Project Delivery Team 6

1.6 Project Delivery Team Roles and Responsibilities 7

1. Owner 7

2. Project Delivery Team 7

1.7 Project Goals and Objectives 8

1.7.1 Goals and Objectives 8

SECTION 2 - GENERAL REQUIREMENTS 9

2.1 Services 9

2.2 Deliverables 10

1. Project Management Plan (PMP) 10

2. Documentation 10

2.3 Period of Performance 10

2.4 Project Delivery Team 11

2.1.1 Owner 11

2.1.2 Project Delivery Team 11

2.2 Program of Requirements (POR) 11

2.4 Standards and Criteria Documents and Reference Materials 11

2.4.1 Record documents for the LPOE: 12

2.5 Communications Plan 12

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

2.6.1 General PMIS Information - KAHUA and ProjNet (Dr. Checks) 12

2.7 Personnel Security Requirements 13

2.8 Building Information Modeling (BIM) & COBie Review Services 13

2.9 Accessibility 15

SECTION 3 SUSTAINABILITY 15

3.1 LEED® Certification at LEED Gold level 15

3.2 SITES® Certification at SITES Silver Level 16

SECTION 4 - DESIGN SCOPE OF SERVICES 16

4.1 Objective and Purpose 16

4.2 Performance 16

4.3 Review of Site Analysis Documentation 17

4.3.1 Geotechnical Study 17

4.3.2 Three-Phase Feasibility Study 17

4.3.3 Geothermal Feasibility Study 17

4.3.4 Site Accessibility Analysis 17

4.4 Not Used 17

4.5 Design Stage Requirements 17

4.5.1 Meetings 17

4.5.1.1 Program Review Meetings 17

4.5.1.2 Project Progress Meetings 17

4.5.2 Design Stage Key Project Personnel 17

4.6 Design Submissions and Reviews 18

4.7 Value Management (VM) Study 18

4.8 Schedule Management 19

4.8.1 Schedule Development and Maintenance 19

4.9 Partnering 19

4.10 Risk Management 20

4.11 Quality Assurance Reviews 21

4.12 Art in Architecture (AiA) Coordination 21

4.13 Accessibility and DEIA Compliance 21

4.14 Construction Cost Estimate Development and Review 21

4.15 Commissioning 21

4.15.1 P-100 Requirements 22

4.15.2 Commissioning Services 22

4.15.3 Building Enclosure Commissioning (BECx) 22

4.15.4 Fire and Life Safety Commissioning 22

4.15.5 MEP Commissioning 22

4.15.6 Landscape Commissioning 23

4.15.7 Commission Plan 23

4.15.8 Design Phase Commissioning Services 23

4.15.9 Construction Phase Commissioning Services 23

4.15.10 Post-Occupancy Measurement and Verification (M&V) Commissioning Services 24

4.16 Design Concept Phase 24

4.16.1 Partnering Session (See section 4.9 above for details of Partnering) 25

4.16.2 Design Concept Peer Reviews 25

4.17 PBS Commissioner’s Concept Presentation 25

4.18 Design Development (DD) Phase 25

4.18.1 Partnering Session (See section 4.9 above for details of Partnering) 25

4.18.2 Systems Selections Analysis Meetings 25

4.18.3 Construction Work Sequence Plan 25

4.18.4 Mock-ups 26

4.18.5 Sight-Line Tests 26

4.18.6 System Testing 26

4.19 Construction Documents (CD) Phase 26

4.19.1 Partnering Session (See section 4.9 above for details of Partnering) 26

4.19.2 GSA CAD Library Coordination 26

SECTION 5 - CONSTRUCTION SCOPE OF SERVICES 27

5.1 Construction Procurement Stage 27

5.2 Construction Stage 27

5.2.2 Construction Commencement 28

5.2.3 Construction Administration 28

5.3 Construction Excellence Peer Reviews 34

5.4 Art in Architecture (AiA) 34

5.5 Lessons Learned Workshop 34

5.6 Commissioning 35

5.7 Inspection Services 35

5.8 As-Built Drawings 35

5.9 Substantial Completion / Turnover Process 36

5.9.1 Turnover Process 36

5.10 Preparation for Occupancy 36

5.10.1 System Training and Inventory 36

5.10.2 Testing and Inspections 37

5.11 Closeout Stage 37

5.11.1 Final Record Documents 37

5.11.2 Commissioning 37

5.11.3 Project Financial Closeout 37

5.11.4 Construction Management Services – Post Construction/Project Closeout 37

5.12 Tenant Occupancy Stage 38

5.12.1 Furniture, Fixtures, and Equipment (FFE) Installation 38

5.12.2 Security and door hardware installation and commissioning 38

5.12.3 Tenant Move-In 38

5.12.4 Operations/Service Phase 38

SECTION 1- SUMMARY

The purpose of this document is to provide an overview of the Project and the Construction Manager as Advisor (CMa) and Commissioning Provider ( CxP) that are required for the projects selected Design-Bid-Build (DBB) project delivery method. This document combined with the documentation contained in the Appendix, and hyperlinks provided constitutes the scope of work (SOW). For conflicts or ambiguities within or among the contract documents the A/E shall refer to the terms under the Contract Agreement 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 a new LPOE at Coburn Gore border crossing for the U.S.

Customs and Border Protection (CBP) and the General Services Administration (GSA)

The Coburn Gore LPOE is located in Coburn Gore, ME, a small unorganized township in Franklin County. Coburn Gore is an isolated setting about 20 miles northwest of the small town of Eustis, Maine.

Coburn Gore is across the border from Woburn, Quebec. The LPOE consists of a Main Building and four stand-alone residences on 3.6 acres of property;

which straddle both sides of State Route 27.

The Coburn Gore LPOE is bisected by State Route 27 (also known as Highway 27). The southern half of the site consists of 1.38+/- acres of land and contains the Main Building and paved driveways. The northern half of the site consists of 2.18+/- acres of land and contains four (4) residences that house government staff (also known as the GSA residences). The main LPOE and the two 1932 residences are listed on the NR Multi Property Nomination NR#14000558, while the two 1967 Residences are not listed, but per the ME SHPO are considered *eligible* so they must be treated as historic. There is minimal landscaping located on the site except for grassy areas and mature trees located at the north and south perimeters of the property. The facility is located in a rural area; adjacent land uses include residential homes, a gas station, and undeveloped wooded areas.

The topography of the site is relatively flat around the main building but slopes down to the south in the rear of the building. Based on available USGS information, the existing LPOE site is at an approximate elevation of 1,420 feet MSL. The site generally slopes down from the north to south with elevations ranging from approximately 1422 to 1410 giving approximately 10 feet of elevation difference across the site.

The Coburn Gore LPOE is in an area unmapped for floodplains/ floodways. There are no wetlands on the LPOE property; however, one 0.41-acre palustrine scrub-shrub wetland and one 3.85-acre palustrine forested wetland is located approximately 200-300 feet south of the existing facility.

Wetlands have been identified along the toeslope of the hill to the north of Route 27, and it has been shown on the exhibits for the current contract action with Dattner Architects (described below). Under the National Environmental Policy Act (NEPA)

5of 38

U.S. Land Port of Entry, Coburn Gore, ME 04750 New England Region (Region 1) Project No. ME: TBD Design & Construction Division (1PTC) Contract No. TBD Oct 12, 2023

Process, GSA has initiated a wetlands delineation contract with Johnson Mirmiran & Thompson Inc. (JMT) to capture the location, size and scope of the wetlands area. No streams or water bodies were observed within the LPOE property; however, two ponds- Arnold Pond, and Crosby Pond - are located within a quarter mile to the northeast of the LPOE, and accessible via State Route 27.

A majority of the Coburn Gore area is used for commercial logging. The surrounding neighborhood consists of residences, logging company facilities, a general store and a gas station. Beyond the LPOE and neighborhood there are many acres of undeveloped woods. The Canada Border Services Agency Office of Woburn, Quebec is directly across the border from the GSA residences.

The LPOE processes both commercial and non-commercial traffic. Commercial traffic is generally composed of logging trucks, and non-commercial traffic is generally tourist related. Tourists are often accessing ski resorts or other attractions in Maine. There is also occasional bus traffic at this Port along with occasional pedestrian hikers and/or snowmobilers.

In addition to meeting each agency’s Program of Requirements (POR), the design of the new facility should address the Project Goals and Objectives described below in section 1.7.

The primary objective of this project is to replace the Coburn Gore LPOE for CBP to meet current and forecasted operational mission needs and in accordance with the CBP 2018 Design Standard with design clarifications (and future CBP 2023 Design Standard) and 2021 PBS P-100 with 2022 Addendum baseline.

1.2 SUPPLEMENTAL PROJECT INFORMATION

1.2.1 NEPA (National Environmental Policy Act)

GSA expects that this R&A project will meet the criteria for a NEPA CATEX checklist. The NEPA CATEX Checklist is being completed by GSA.

1.3 CMa Task Order Assignments

1.3.1 Task Requirements Development(Completed duringthe Charrette and Peer Contract)

1.3.2 Task Acquisition Support

1.3.3 Task Project Management

1.3.4 Task Design Phase

1.3.5 Task Building Commissioning

1.3.6 Task Construction Phase

1.3.7 Task Closeout

1.3.8 Lessons Learned - Best Practices - Peer Reviews

The CMa shall invoice for each task separately, refer to task order invoicing & payment for information.

1.4 Project Delivery Approach

This project will utilize the Design Bid Build (DBB) delivery method. Using this approach, the A/E will reference the pre-design work completed by AECOM. Once NEPA has been finalized, the concept design will be presented to the GSA PBS Commissioner for approval. Commissioners Approval is required before entering into Design Development and Construction Documents. The construction documents will be put out to bid for a General Contractor (GC) to bid and complete the construction.

1.5 Project Delivery Team

In the performance of the requirements of this contract, the CMa must work in concert with the other parties of the Project Delivery Team. The Project Delivery Team includes the General Contractor (GC), Commissioning Provider (CxP), GSA personnel, Architect/engineer (A/E)andothercustomer agency representatives, artists, andother stakeholders. The Project Delivery Team and their respective roles and responsibilities are as follows:

6of 38 gbartlet Highlight

Contract No. TBD Oct 12, 2023

1.6 Project Delivery Team Roles and Responsibilities

1. Owner

GSA is the owner of the proposed facility and site. The Owner’s Project Requirements (OPR) refers to GSA’s project requirements. GSA and the Owner refer to the same entity.

2. Project Delivery Team

The entire group of first tier contractors hired by GSA and including GSA to execute the project, i.e.

GSA, CMa - CxP, GC, A/E.

3. Stakeholder

a. U.S. Customs and Border Protection (CBP),

b. Food and Drug Administration (FDA), and the

c. U.S. Department of Agriculture’s Animal and Plant

d. Health Inspection Service (APHIS)

e. GSA Office of Facilities Management

4. GSA Project Manager (PM)

The PM is responsible for project management overall, which includes leading the project team in its successful execution of deliverables, and managing relationships with, and expectations of, the customer, throughout the project life cycle. The PM also leads day-to-day activities of the project team, by working closely with the project sponsor, program manager, and key stakeholders. This collaboration may also involve the Chief Architect, or other regional and national stakeholders as appropriate to the project’s scope and risk level. Refer toProject Managementin PBS (PBS Order 3425.12B)

5. GSA Contracting Officer

Binds the Federal Government to a contract. Contracting Officers hold a warrant that allows them to negotiate on behalf of the Government. Only COs may execute, modify, or terminate the contract.

6. GSA Contracting Officer Representative (COR)

Responsible for monitoring the contractor's progress in fulfilling the technical requirements specified in the contract. Should the contractor fail to fulfill the contractual requirements, the COR must inform the CO of such failure. The COR maintains administration records, approves invoices and performs quarterly monitoring reports to confirm the contractor is meeting the terms and conditions under the contract.

7. Commissioning Provider (CxP)

Leads, plans, schedules, and coordinates the CxP Team to implement the Commissioning Services (Cx).

In some contexts, for instance in US Green Building Council publications concerning LEED Certification, the CxP is also known as the Commissioning Agent or Commissioning Authority (CxA).

In this document, the term “CxP” is used in accordance with ASHRAE 0-2019 to refer to the entity serving this role.

8. Construction Manager as Advisor (CMa)

The CMa’s contractual responsibility is solely with GSA, and not to the customer agencies, consultants, or local community & stakeholders where the project is to be constructed. The CMa must direct all questions and requests regarding the Project scope of work, schedules, and cost, to the GSA core team.

7of 38 https://insite.gsa.gov/cdnstatic/insite/PBS_342512B_Project_Management_in_the_Public_Buildings_Service_(PBS)_(Policy)_(Signed_on_April_20__2016_-_Posted_Version).pdf

Contract No. TBD Oct 12, 2023

CMa communications with a non-core project team entity must first be approved by the PM e.g.

non-regional GSA personnel, Federal, State and local jurisdictions. If the PM authorizes direct communications outside normal protocols, the core project team must be copied on meeting notices, agendas, and notes.

The CMa is responsible for ensuring that GSA’s interests as the owner are well served, while also remaining impartial, fair and reasonable. In this regard, the CMa must assist GSA in ensuring that the GSA requirements with regard to scope, schedule, budget, quality and other aspects of the project are met. The CMa must serve as a facilitator and coordinator of the activities of all parties to ensure that the project execution proceeds according to plan.

In General:

a. During the REQUIREMENTS DEVELOPMENT and the ACQUISITION phases, the CMa assists GSA with developing project requirements, third party estimates, and technical - price review of OFFEROR'S Phase II submissions for conformance with government’s requirements.

The CMa will agree to comply with the requirements of theProprietary Information Agreements.

b. During the post-award Design and Construction Documents phases, the CMa must perform services relating to design review, coordination and cost evaluation services.The role of the CMa in BIM during Design-Bid-Build (DBB) is to have adequately experienced and trained personnel to ensure that the GC is delivering model updates to the A/E per the prescribed schedule and to manage the modeling quality assurance tasks to ensure that the GC 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 GSA Regional BIM Standard and Common Data Exchange (CDX).

c. The CMa must perform the Construction and Closeout phase services in accordance with this SOWto ensure that the A/E’s design intent isrefined and clarified as necessary during construction, realized in the completed facility, and conveyed successfully into the facility management, operation and maintenance of the completed building.

9. Art in Architecture The person(s) or entities selected to provide a commissioned piece(s) of artwork for the project. GSA will separately contract with the Art in Architecture Program Artist(s). GSA will hold an allowance for modifications to the design, installation of the art and construction alterations that may be required to accommodate the art, i.e. structure, electrical conduit, etc.

10. General Contractor

The GC is required to construct the project. Members of the GC’s team include managers, inspectors, commissioning coordinator, and various trade subcontractors.

1.7 Project Goals and Objectives

1.7.1 Goals and Objectives

General All goals and objectives are applicable to all stages of the project. The A/E shall document and track any evolution of these goals and objectives through the course of the project.

a. Provide buildings and infrastructure that incorporate durable construction materials, sustainable design elements, and are climate resilient.

b. Provide an upgraded port that is functional and accessible for each customer agency and their operations and interactions with the public.

c. Perform design and construction operations efficiently and effectively using current technology

8of 38 https://docs.google.com/document/d/1qDRFdVyw5Kh84mZYuB3ixYtQ7CYz5HImXM_yrO18dH8/edit#heading=h.1paejb1

Contract No. TBD Oct 12, 2023 tools for design, reviews, inspections, and project management processes.

d. Adopt an integrated design approach that engages all team members and extends through all phases of the project.

e. Meet specific sustainability goals, including:

1. A Net ZeroReadyFacility

2. An 80% Fossil Fuel reduction

3. The use of GSA’s green proving ground technology

4. The use of key sustainable products

5. Achievement of LEED Gold if feasible based on limited repair and alteration scopes

6. Adherence to Guiding Principles for Sustainable Federal Buildings (see

Attachments)

7. Whole-building embodied carbon reduction

f. Provide best value to GSA’s customer agencies, the community, and the American taxpayer.

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 must:

● Collaborate with the entire Project Delivery Team and maintain communication and professional relationships with all Project Delivery Team members throughout all project stages. Refer to Project Delivery Team for the list of business entities and refer to the Communication Plan for the list of key personnel.

● 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.

● Ensure that project goals are to achieve the best quality, and value 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 expert working knowledge of the GSA P100 and the CBP Design Standards and apply both standards

2.1 Services

9of 38

Contract No. TBD Oct 12, 2023

The CMa must provide professional Construction Management Advisory service that uses specialized project management techniques to oversee, review and advise the A/E’s planning, the acquisition of the GC, design, construction and completion of the project. The CMa must assist GSA with the control of a project’s time, cost and quality. Generally the work performed will occur in TASK ORDERS that were previously identified in CMa Task Order Assignments. (The CMa provides project Management services as a requirement for each TASK ORDERS).

2.2 Deliverables

The CMa must provide GSA with:

1. Project Management Plan (PMP)

The CMa must provide GSA with a Project Management Plan approach that must include how the CMa will conduct quality assurance to cover all phases of the project. The plan must be reviewed and accepted by GSA prior to proceeding with the work. The initial draft must be submitted 20 days after NTP and must be updated as the project proceeds.

2. Documentation

The CMa must provide written evaluations, programming, recommendations, cost estimates, meeting reports, VM facilitation, log maintenance, diaries, field reports, technical observations and other documentation that is defined within this SOW.

2.3 Period of Performance

The CMa’s full period of performance for the task order will support the requirements development, acquisition support and execution of a Design Build (DB) contract for a total of72 months as described in the following chart.

Pre-Design Award (Dattner) 06/07/2023

Pre-Design Contract Notice to Proceed (Dattner) 06/07/2023

Anticipated CMa NTP: (Jacobs) 11/02/2023

Pre-Design Complete (Dattner) 11/13/2023

Follow On Design Proposal (Dattner) 12/15/2023

Design Contract Notice to Proceed (Dattner) 01/22/2024

Concept Development Phase Complete (Dattner) 09/10/2024

Design Development Phase Complete (Dattner) 05/15/2025

Construction Documents Phase Complete (Dattner) 01/05/2026

Construction Award / GMP Exercised 11/28/2025

Construction NTP 05/15/2026

Construction Substantially Complete 12/15/2028

Turn Over and Preparation for Occupancy 6/24/2029

Close Out 8/30/2029

10of 38 gbartlet Highlight Why is closeout extended until August 2029?

gbartlet Highlight gbartlet

1.4 States the delivery method is Design Bid Build. GSA to confirm correct method

Contract No. TBD Oct 12, 2023

Contract Completion 10/1/2029

2.4 Project Delivery Team

In the performance of the requirements of this contract, the CMa must work in concert with the other parties of the Project Delivery Team. The Project Delivery Team includes the General Contractor (GC), Commissioning Provider (CxP), GSA personnel, Architect/engineer (A/E) and other customer agency representatives, artists, and other stakeholders. The Project Delivery Team and their respective roles and responsibilities are as follows:

2.1.1 Owner

GSA is the owner of the facility and site. The Owner’s Project Requirement (OPR) refers to GSA’s project requirements. GSA and the Owner refer to the same entity.

2.1.2 Project Delivery Team

The entire group of first tier contractors hired by GSA and including GSA to execute the project, i.e.

GSA, CBP, CMa – CxP, GC, A/E

Members of the Project Delivery Team Include:

● Dattner (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 :

o Canada Border Service Agency o Maine Department of Transportation

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

2.2 Program of Requirements (POR)

The CMa must oversee and document the review, validation and updating of the POR by the A/E throughout the Design and Construction Stages. The CMa must 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 must continually monitor and ensure that the project complies with the POR. See Appendix A for the POR package.

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 and the P100 submission matrix 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 November 2023

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

● Land Port of Entry Design Standard- December 2018

● PROJECT AGREEMENT BETWEEN CBP AND GSA

11of 38

Contract No. TBD Oct 12, 2023

● 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.

● LPOE design clarifications: (zipped archive)

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 Record documents for the LPOE:

A. Program Development Study by Parsons - Final Report dated 29Nov2018 B. Coburn Gore Geothermal Final Submission (when completedit will be sent over) C. Coburn Gore Land Port of Entry (LPOE) Three-Phase Feasibility Study 20221222 D. Coburn Gore BIL - AE Design Charrette and Peer Review SOW 20230224 E. Coburn Gore BIL - AE SOW (will be included when contactis awarded to Dattner) F. Coburn Gore Final Submission (when completed it willbe sent over) G. 2021 P100 Performance Matrix H. 2021 P100 with 2022 Addendum https://insite.gsa.gov/system/files/P100%202022%20Addendum%20Final__0.pdf I. 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%20Mana gement.pdf J. 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 and the CBP NDA has been returned

2.5 Communications Plan

The CMa must 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 must 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 must respond to GSA correspondence within7calendar days.

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

GSA requires the CMa to use GSA’s PMIS (Kahua and Dr Checks) 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 must use PMIS to post all project information, including sensitive but unclassified (SBU) documents, contract documents, such as awards and modifications, and communications. The CMa must 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 must 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.

12of 38 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 gbartlet Highlight

Contract No. TBD Oct 12, 2023

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., 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 must 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 must 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 must use the workflow processes contained within Kahua to submit and receive approval for all project deliverables.

The CMa must 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.

The CMa must:

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

● Coordinate with the GSA for information concerning these requirements.

2.8 Building Information Modeling (BIM) & COBie Review Services

In General:

The A/E team has full control of the model. They are responsible for updating the model to reflect all changes incurred during design and construction and provide GSA with these updates per the schedule of the GSA

13of 38 https://www.gsa.gov/real-estate/design-construction/project-management-information-system

Contract No. TBD Oct 12, 2023

COBie-Playbook, the Common Data eXchange (CDX), and the P-100. The A/E must also provide GSA with the coordination models and shop drawing files used to create the record model described above.

GSA must be provided a fully functional, fully representational, record-model of the as-built conditions at substantial completion of the project or as agreed to by the project team. It is especially important that GSA receive the COBie data in conjunction with Substantial Completion to ensure building operations by the Government may begin without delay or confusion.

The role of the CMa in BIM is to have adequately experienced and trained personnel to ensure that the contractor is performing and delivering model updates per the prescribed schedule and to manage the modeling quality assurance tasks to ensure the contractor has developed the procedures required to record the asset information needed at turnover, and that the model and updates and 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 (Autodesk REVIT preferred) 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 must demonstrate the knowledge and proficiency of the lead BIM support personnel with COBie training and experience, or COBie certification from programs provided by the University of Florida or Building Smart International, within 90 days of award.

The CMa must:

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

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

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

4. 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 must first be reviewed by GSA D&C Technical Services, and after approval by GSA SDM.

5. 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.

6. 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.

a. 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)s.

7. Document in a written report the variances between the practices detailed in the accepted BEP and GSA Standards against the GC BIM models and required deliverables. This reporting must be done throughout both Design and Construction phases of the contract to call out where models need to be improved to meet GSA Standards.

14of 38

Contract No. TBD Oct 12, 2023

8. Document basic BIM model quality by UniFormat II classification..

9. Ensure complete and accurate BIM submissions from contractors are ready for inclusion in GSA storage systems and are ready for use by GSA personnel. For example, BIM files must be detached and free from direct referencing of file trees localized to the contractor’s own worksite.

10. 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.

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

12. Ensure construction-phase BIM and COBie data plans, along with area plans are complete and meets/includes all GSA requirements.

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

a. Clash Detection and reporting: Use available software to detect clashes and other design or trade coordination errors found within the modeled building’s disciplines, systems, and equipment. Review contractor clash-detection reports for completeness and accuracy; monitor efforts to remove clashes from the design.

b. Recommend and procure (if approved and funded by GSA, other occupant agency) appropriate software tools that meet GSA security requirements to support and/or enable visualizations, data sharing and other collaborative activities as specifically needed to accomplish the BIM goals of the Project.

2.9 Accessibility

The role of the CMa in accessibility compliance is to have adequately experienced, access certified and trained personnel to ensure that the A/E is performing access reviews and delivering updated documentation and narratives per the prescribed submittal matrix delivery schedule to ensure compliance with accessibility codes and the goals of the GSA DEIA Strategic Plan are being met

SECTION 3 SUSTAINABILITY

3.1 LEED® Certification at LEED Gold level

The CMa must:

● Serve as the LEED® Project Facilitator. In this role, the CMa must 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.

15of 38

Contract No. TBD Oct 12, 2023

If GBCI denies a proposed LEED® credit, the CMa must review and analyze the credit submission(s) with the Project Delivery Team, reconcile shortcoming(s), and determine whether to appeal the credit. The CMa must 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.

The CMa must:

● 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 CMamust:

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

For related Safeguarding Assets, climate risk management topics see Risk Management section of this SOW .

SECTION 4 - DESIGN SCOPE OF SERVICES

4.1 Objective and Purpose

In General:

The CMa must be knowledgeable and experienced with GSA and CBP - review procedures, statutes, regulations, standards, guidelines, policies, procedures, and documents for LPOE design and construction.

The CMa must assist the PM in the areas of requirements development, acquisition, design and construction management, administration and oversight, quality assurance, risk management and mitigation, preparation of cost estimate(s), cost analysis, documentation and record keeping, commissioning, schedule management, and closeout procedures that GSA requires in support of the project.

The CMa must ensure that the contract requirements for the design and construction with regard to scope, schedule, budget, quality, risk and other aspects of the project are satisfied. The specific activities, tasks, and deliverables required of the CMa are further delineated in this Statement of Work.

In the best interest of the project, GSA expects the CMa to work in collaboration with the entire Project Delivery Team. The CMa must advise GSA with sound management advice regarding all services to be performed. The project goals are to achieve the best quality and value while controlling schedule and budget.

The Contractor must take all reasonable measures to anticipate problems and delays to minimize or eliminate their adverse impact on the project schedule, budget, and approved design. The Contractor must 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. The Contractor must exercise due diligence to ensure that the project meets applicable requirements, codes, regulations, standards, and the project construction documents.

4.2 Performance

GSA will measure the performance of the CMa basedon the accuracy and completeness of SECTION I.H.

16of 38

Contract No. TBD Oct 12, 2023

Therefore the information must be complete, biddable, enforceable, integrated, clear and concise without ambiguities.

4.2.1 Task Requirements Development

4.3 Review of Site Analysis Documentation

4.3.1 Geotechnical Study

Review geotechnical engineering analysis (done by others).

4.3.2 Three-Phase Feasibility Study

Review the three phase feasibility study completed by Colby.

4.3.3 Geothermal Feasibility Study

Review the geothermal feasibility study completed by Colby when completed.

4.3.4 Site Accessibility Analysis

The A/E is the lead for the Site Accessibility Analysis. The CMa must confirm that information/documentation findings and/or mitigation factors required or otherwise agreed to by GSA as a result of the site accessibility analysis with respect to physical accessibility are incorporated in the design documents.

4.4 Not Used

4.5 Design Stage Requirements

The Design Stage consists of the following three phases (Refer to the P100 submittal Matrix in appendix)

● Concept Design: Three design review submissions: Preliminary, Concept Development, Final Concept

● Design Development: One design review submission at 100% completion

● Construction Document: Three submissions at 65% CD, 95% CD, and Final CD.

The CMa must provide the following services throughout the Design Stage:

4.5.1 Meetings

4.5.1.1 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.

4.5.1.2 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 heldvirtuallyand theCMa must 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).

4.5.2 Design Stage Key Project Personnel

17of 38 gbartlet Highlight gbartlet Highlight gbartlet Highlight gbartlet

Did GSA provide a copy of the schedule? Are these in-person meetings?

Contract No. TBD Oct 12, 2023

At a minimum, the CMa must 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 registeredarchitect, 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 bea 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 registeredarchitect 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 CMa must:

● 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 must:

● 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.

18of 38

Contract No. TBD Oct 12, 2023

● 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 must develop and continually maintain (in widely used and commercially available scheduling software such as…