RFP 47PF0019R0002 SOW.pdf

GGSSAA GGSSAA GGSSAA GGSSAA GGSSAA GGSSAA GGSSAA GGSSAA GGSSAA GGSSAA GGSSAA GGSSAA

RREEQQUUEESSTT FFOORR PPRROOPPOOSSAALL

((RRFFPP))

U.S. GENERAL SERVICES

ADMINISTRATION

Acquisition Management Division

230 S Dearborn Street, Suite 3300

Chicago, IL 60604

PPRROOJJEECCTT:: 6th Floor Consolidation & Restack Ph. 2 CMc Harold Washington Social Security Center 600 W. Madison St, Chicago, IL 60661

SSOOLLIICCIITTAATTIIOONN NNOO:: 47PF0019R0002

IISSSSUUEE DDAATTEE:: November 28, 2018

CCLLOOSSIINNGG DDAATTEE && TTIIMMEE::

January 7, 2019 4:00 PM (Central Time)

CCOONNTTRRAACCTT NNOO::

DDAATTEE OOFF AAWWAARRDD::

IISSSSUUEEDD BBYY::

Anna Vanko U.S. General Services Administration Public Buildings Service Acquisition Management Division Kluczynski Federal Building 230 S Dearborn St, STE 3300 Chicago, IL 60604

GGSSAA GGSSAA GGSSAA GGSSAA GGSSAA GGSSAA GGSSAA GGSSAA GGSSAA GGSSAA GGSSAA GGSSAA

GSAR 552.219-71 NOTICE TO OFFERORS OF SUBCONTRACTING PLAN REQUIREMENTS (JUNE 2005) The General Services Administration (GSA) is committed to assuring that maximum practicable opportunity is provided to small, HUBZone small, small disadvantaged, women-owned, veteran-owned, and service-disabled veteran owned small business concerns to participate in the performance of this contract consistent with its efficient performance. GSA expects any subcontracting plan submitted pursuant to FAR 52.219-9, Small Business Subcontracting Plan, to reflect this commitment. Consequently, an offeror, other than a small business concern, before being awarded a contract exceeding $650,000 ($1,500,000 for construction), must demonstrate that its subcontracting plan represents a creative and innovative program for involving small, HUBZone small, small disadvantaged, women-owned, veteran-owned, and service-disabled veteran owned small business concerns as subcontractors in the performance of this contract.

6th Floor Consolidation & Restack Ph.2 RFP 47PF0019R0002 Harold Washington Center-SSA 600 W. Madison CMc SOW Design Phase Services Chicago, IL

Statement of Work

Design Phase Services

Construction Manager as Constructor (CMc)

11/14/2018 Page 1 of 10

I. BACKGROUND

The General Services Administration (GSA) intends to design and construct office space on the 6th floor of the Harold Washington Social Security Center. The project site is located at 600 W.

Madison, Chicago, IL. The Harold Washington Social Security Center (HWSSC) (named under H.R.3700 S.1921) is a delegated single occupant office building that serves as the headquarters for the Social Security Administration's Regional Office. The building was built by the government in 1975 to meet the requirement of its current occupant, the Social Security Administration. It consists of ten stories and a basement/lower level below grade and is constructed of a composite steel, reinforced concrete structural frame clad in precast concrete panels and a custom designed glass and spandrel curtain wall. The building is surrounding by a large plaza. The HWSSC was named after Harold Lee Washington who gained national prominence as the first African American Mayor of Chicago, serving from 1983 until his death in 1987.

The HWSSC occupies an entire city block bounded by Madison Street on the south, Washington Boulevard on the north, Jefferson Street on the east and Des Plaines Avenue on the west.

The HWSSC is situated in the Chicago Central Business District (“Loop”). The entire elevated train and subway system serves the area, with numerous stops throughout the Loop. Bus service is also available. Metra, the regional rail authority, has downtown stations for each of its lines.

There are also 12 underground parking spaces in the building. The parking spaces are assigned to building tenants.

The Social Security Administration currently has three offices in lease space in downtown Chicago - the Office of General Counsel (OGC) and Office of Hearing Operations (OHO) National Hearing Center and OHO Regional Office - at 200 W. Adams occupying a total of 61,155 usf. The lease space is located half a mile from the federally-owned Harold Washington Social Security Center (HWSSC), in which operations and maintenance have been delegated to SSA. This project will move the three offices onto the 6th floor of the HWSSC, reducing the footprint of the three offices from 61,155 usf to 53,703 usf into the existing SSA footprint. The result would be a lease cost avoidance of $2,232,721 with a 22% reduction in square footage. In addition all three office participated in a GSA conducted workplace engagement. Taking advantage of this opportunity to create a workplace that encourages collaboration, improves productivity, improves space utilization, and saves taxpayer money. In order for the three SSA offices to move to the 6th floor, the current occupants will need to be relocated to other floors within the building. The relocation of the existing 6th floor occupants (Phase 1) will be contracted separately and will need to be completed before the Phase 2 6th floor buildout can begin.

GSA has contracted with a separate architect-engineer (A/E) firm that is responsible for developing complete design and construction documents for the Project. In addition, GSA has contracted with a separate Construction Management (CMa) firm to provide certain services

11/14/2018 Page 2 of 10 during the design and construction phases of the Project, the CMa contract also includes a CxA.

GSA may issue additional separate contracts for other consultants as may be reasonably necessary to complete the Project.

II. PURPOSE

As noted in the Contract Documents, the CMc’s tasks are primarily separated into two distinct phases: (1) Design Phase Services; and (2) Construction Phase Work. This Statement of Work (SOW) outlines additional services not otherwise provided for in the Contract Documents that the Contractor shall perform during the Design Phase Services portion of the Project.

Unless otherwise stated herein, capitalized terms have the same meaning as set forth in the Contract Documents.

As a general matter, the CMc shall review and become familiar with the scope of services under the A/E’s contract, especially the various standards, guidelines, policies, and documents that the A/E is required to follow in developing the design and construction documents. This review and familiarization is vitally important during the Design Phase Services because, as set forth in more detail below, the main tasks of the CMc Contractor during the Design Phase Services are to provide constructability and cost estimation reviews of the A/E’s design-related submissions. At its core, the CMc Contractor will help to ensure that the design and construction documents will enable the Government to exercise the Guaranteed Maximum Price (GMP) Option at a price that is at or below the GMP.

III. SCOPE OF SERVICES

III.A. Design Stages in General

The A/E’s contract requires the A/E to follow the design process as set forth in the Facilities Standards for the Public Buildings Service (P-100). The P-100 describes two overarching design phases: (1) Design Development (DD); and (2) and Construction Documents (CDs). At the time of contract award to the CMc Contractor, the Government provided certain design- and project-related documents as part of the competition in order to, among others, award a firm-fixed-price base contract for the Design Phase Services and to establish pricing for the GMP Option. As a matter of policy, the Contracting Officer will not exercise the GMP Option until the Construction Documents are at least 75% complete. The Design Phase Services portion of the project provides the opportunity for the CMc Contractor to maximize its understanding of the design requirements, the design intent, and the technical requirements of the Project.

III.B. Collaboration with the A/E

During the Design Phase Services, the A/E and the CMc collaborate on the design, constructability issues, schedule, cost, and a process that is similar to value engineering. The ultimate goal of this collaboration is to establish a final Estimated Cost of Work that does not

11/14/2018 Page 3 of 10 exceed the original target ECW (as set forth in the Contractor’s proposal). The CMc's involvement during the project design phase offers PBS the ability to identify current market conditions concerning labor and material availability, constructability issues, and any phasing and sequencing impacts.

Ideally, the A/E and its subcontractors will communicate freely with the CMc and its trade subcontractors, and vice versa. This will ensure mutual understanding of both the A/E's design intent and the CMc's means and methods, and thus ensure greater certainty in pricing the construction work. It also increases the likelihood that design errors and omissions are recognized and resolved during design. In addition, this collaboration takes place during a time that does not significantly impact the construction schedule and that can result in expedited production and review of shop drawings once construction commences.

III.C. Meetings

At a minimum, the Contractor shall attend all of the meetings listed in this section. For each meeting, the Contractor shall determine the appropriate mix of attendees based on the subject matter. Unless otherwise noted, all meetings shall be held in-person at the project site.

(Webinars may be arranged with advance approval of the Contracting Officer.)

III.C.1. Project Initiation Meeting

The CMc shall attend an initial meeting with other members of the project team (the A/E, GSA, construction manager, and customer agency) to review the project’s program, status of design, discuss goals, begin initial project planning, and agree to the schedule for regularly scheduled Project Meetings.

III.C.2. NOT USED

III.C.3. Program Review Meetings

The CMc shall attend program review meetings before the start of each of the design stage phases (see Section III.D).

III.C.4. Design Submission Reviews

The CMc team shall attend program review meetings after the submission of each report required in Section III.D. The CMc shall include in the meeting any major trade subcontractors, vendors, or suppliers used in preparing the submission. The purpose of including these major trade subcontractors, vendors, or suppliers is to provide increased opportunities to identify and resolve any design-, construction-, or pricing-related issues in the pre-construction phase of the project.

III.C.5. Building Information Modeling (BIM)

11/14/2018 Page 4 of 10

The CMc shall participate in all meetings during the design phase between the A/E and the Government regarding BIM, including the BIM Execution Plan and the initial BIM workshop to review the BIM requirements, important key concepts, and terms.

III.C.6. Consultation, Progress Meetings, and Presentations

The CMc shall attend design review meetings, progress meetings, and presentations held at the project site.

III.C.7. Systems Selections Analysis Meetings and Mockups

The CMc shall participate in systems selections analysis meetings, including the inspection and evaluation of mockups of proposed spaces or layouts (e.g., courtrooms or curtain walls).

III.C.8. Value Management

The CMc concept has value management as one of its main objectives. During the Design Phase Services, the CMc Contractor shall lead the value management efforts. The CMc shall participate and provide professional experts in all disciplines for a one day value management workshop that will be held during the design stage. The A/E, CMa, GSA staff, and other government stakeholders will also participate in the workshop.

III.C.9. NOT USED

III.C.10. Partnering

To most effectively accomplish this contract, the Government requires that the Contractor and its subcontractors participate in a cohesive partnership with the Government. Key personnel from the Government, Contractor, its subcontractors, and the A/E will participate in the partnering process.

The Contractor shall provide the Contracting Officer with a list of the key personnel from the Contractor and its subcontractors who will participate in the partnering sessions. The Contracting Officer may, in his/her sole discretion, add or remove any individual from the list.

The Contracting Officer shall provide a list to the Contractor with the names of the individuals who will participate in the partnering sessions on behalf of the Government and its A/E and on site construction manager. The CMc Contractor shall issue the invitations to all of the individuals who will participate in the partnering sessions and generally serve as the host during any such session’s team. The CMc Contractor shall provide: the (1) Facilitator; (2) meeting room; and, (3) other incidental items for the partnering sessions during the Design Phase Services.

Before a Partnering session, the Contractor shall coordinate with the Facilitator all requirements for incidental items (i.e. audio-visual equipment, easels, flip chart paper, colored markers, note

11/14/2018 Page 5 of 10 paper, pens/pencils, colored flash cards, etc.) and have these items available at the Partnering session. The Contractor will copy documents for distribution to all attendees. The participants shall bear their own costs for meals, lodging, and transportation associated with Partnering.

The Facilitator shall be acceptable to both the Government and Contractor. An acceptable Facilitator is experienced in leading the team in a timely manner and ensuring issues are identified and resolved.

1. The Partnering Session shall be one day (8 hours plus an additional 30 minute lunch break). It shall be located at a place off the construction site as agreed to by the Contracting Officer and the Contractor.

For additional information, see Partnering with the Public Building Service Policy, PBS 3400.16A, dated March 5, 2014.

III.D. Deliverables

III.D.1. General

The CMc will provide a written deliverable based on the A/E’s design-related submissions for each of the following design milestones (these milestones are further explained in the P-100):

1. 75% Construction Documents; and

2. 100% Construction Documents.

Each written deliverable from the CMc is due to the Contracting Officer within 21 days from the CMc Contractor’s receipt of the A/E’s design-related submission.

III.D.2. Required Deliverables

For each design submission from the A/E, the CMc Contractor shall provide a written report that separately addresses each of the following topics (which are explained in more detail below):

● Constructability Review;

● Cost Estimating, Reconciliation, and Proposed Alternatives;

● Schedule Analysis;

● Construction Work Phasing and Sequencing Plan;

● Early Work Package Suggestions; and

● Risk.

For each submission, as a general matter, the CMc shall notify the Contracting Officer of errors, omissions, inconsistencies, or other issues that may potentially impact the project goals, the ECW, schedule, design quality, or project scope.

11/14/2018 Page 6 of 10

III.D.3. Identification of the CMc Team

Each report shall include a section that: (1) names each major trade subcontractor, vendor, or supplier that the CMc used or relied on in preparing the submission; (2) provides a brief description of the services provided by such company; and (3) the work that the company might perform on the project (if ultimately selected by the CMc). As noted above, representatives of these companies must attend the post-submission meetings with the Government.

III.D.4. Constructability Review

The CMc shall review the design submissions with reasonable care and advise the Contracting Officer in writing of any errors, inconsistencies, inaccuracies, or incompleteness which may negatively impact cost, schedule, or quality. The CMc shall provide recommendations on constructability; improving life cycle costs; sustainability; LEED; systems analysis;

functionality; enhancing operational flexibility; and minimizing labor or material shortages. The CMc shall also review the submissions for accuracy, completeness, sequencing, and coordination.

III.D.5. Cost Estimating, Reconciliation, and Proposed Alternatives (CERPA)

The CMc is tasked with reviewing the design documents and providing estimates in the same format required by the PBS P-120, Project Estimating Requirements for the Public Buildings Service. As a general matter, the P-100 requires the A/E to prepare cost estimates at certain stages of design. See Appendix A. Thus, the purpose of the CERPA portion of the report is for the Government to have the benefit of two, separate estimates at each major design stage: one from the A/E and one from the CMc.

The deliverable from the CMc shall: (1) be performed in the same level and detail as set forth in the P-100, Appendix A; (2) comply with the Cost Management Matrix found at Table A-1; and

(3) comply with the cost-estimating requirements for capital construction projects as set forth in the P-120.

The Government will reconcile the CMc estimate with other estimates to ensure that the project being designed will be constructible within the project's budget and is consistent with the established GMP. The reconciliation will not only focus on the total GMP, but will also take into account the major cost elements that make-up the total GMP (e.g., structural, MEP, exterior, general conditions, etc.). Large discrepancies or variances in the estimates (whether in whole or in part) should be reconciled prior to exercising the GMP Option.

If the design (or its major cost elements) appears to exceed the ECW, the CMc shall propose alternatives that will deliver the project at or below the GMP Option. The CMc and its major trade subcontractors, vendors, or suppliers shall participate in reconciliation meetings.

III.D.6. Preliminary Project Schedule and Analysis

11/14/2018 Page 7 of 10

Provide a detailed, time-scaled computer generated project schedule with activities representing each portion of the work for the entire contract performance period. The project schedule shall be prepared using the Critical Path Method (CPM) for the planning, scheduling and reporting of the work to be performed, and will be produced using the most current version of scheduling software, compatible with Meridian Proliance. The CPM scheduling software shall be capable of generating and depicting the longest path of the schedule network. Schedule activities shall accurately depict the contractor’s means and methods to complete the entire scope of work including, but not limited to, activities of subcontractors, consultants, equipment vendors and suppliers, GSA, and others, as required.

III.D.7. Construction Work Sequencing and Phasing Plan

The Contractor shall submit a construction work allocation plan addressing all of the following topic areas.

● Construction phasing approach;

● Use of any fast tracking or multiple construction document packages to achieve cost or schedule efficiencies, improvements, or savings;

● Schedules for award of subcontract construction packages, including procurement cycles, deliverable approvals, construction delivery and testing/commissioning;

● Temporary facilities and laydown areas;

● Possible labor or material shortages;

● Means and methods; and,

● Long-lead items.

III.D.8. Early Work Packages

During the design of the project, the CMc and the Government may agree that it is in the best interest of the project to initiate early construction packages. These early work packages can be individual GMP line items or firm fixed price line items. Early construction packages should be for standalone, severable scopes.

III.D.9. NOT USED

IV. Electronic Project Management

IV.A. In General

The Contractor shall use GSA’s web-based electronic Project Management (ePM) system, which is a fully configured version of Meridian Systems’ Proliance Construction Management Software. ePM is a web-based project management tool which provides GSA with an automated workflow, collaboration, document management and project management solution to help manage GSA design and construction projects. ePM is integrated with GSA’s gBUILD (Green

11/14/2018 Page 8 of 10

Building Upgrade Information Lifecycle Database) to share project creation and data storage information.

GSA uses ePM throughout the design and construction phases as a repository for all project information and as a tool to manage and monitor progress and modifications. Unless as otherwise provided, the Contractor shall rely exclusively on ePM to post, review, access, comment on, collaborate, or otherwise submit all project information.

The current ePM minimum requirements (including IT equipment) can be found at:

http://www.gsa.gov/epm.

IV.B. Project Collaboration and Documentation

The Contractor shall effectively manage the ePM database including maintaining adequate staffing levels and ensuring that personnel attend the mandatory GSA-provided training sessions.

The Contractor shall use ePM 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 Contractor shall use the workflow processes contained within ePM to submit and receive approval for all project deliverables.

The Contractor shall continuously monitor and review ePM to ensure the Contractor data is current through the completion of the close-out phase of construction.

The Contractor is required to store documents from their subcontractors and vendors in ePM. If a subcontractor or vendor does not obtain an ePM license, the contractor will be responsible for uploading and processing documents in ePM on their behalf.

IV.C. Contents of ePM

The Contractor shall use ePM as the electronic filing cabinet for all project-related correspondence and deliverables. The contract and SOW specify certain documentation that the Contractor shall provide during performance of the Contract. For the avoidance of doubt, the following represents a non-exclusive list of project information that shall be posted in ePM:

● Correspondence;

● Schedules;

● Estimates;

● Design submissions;

● Daily reports;

● Inspection reports;

● Request for Information; and, 11/14/2018 Page 9 of 10

● Change orders.

IV.D. Equipment

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

IV.E. Training

GSA will provide no cost training to familiarize team members with the ePM system. That being stated, GSA will not reimburse the Contractor for any travel related to any ePM training.

IV.F. Support

GSA will provide ePM system administration and end-user support for the duration of the project.

IV.G. Personnel Requirements

An HSPD-12 security clearance is required to access ePM. 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 ePM access until clearance can be confirmed. A waiver means that once the individual’s HSPD-12 clearance is confirmed, an ePM username and password will be provided. 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.

V. Building Information Modeling

The purpose of BIM is to enable the GSA to have explicit design information to facilitate an accurate review of the design intent and the design’s adherence to the program requirements.

The development of BIM shall be an integral part of the project’s concept design development, performed by the A/E, with the aid of a specialty consultant if necessary. All BIM documents and deliverables shall be established in accordance with P-100 and GSA’s Building Information Modeling Guide, available at www.gsa.gov/bim.

The CMc will be required to aid the A/E in supplying constructability, implementation, cost and other data in creating the BIM throughout the Design Services Phase. The CMc shall be proficient in BIM technologies and be able to assist the A/E in managing the model.

11/14/2018 Page 10 of 10 http://www.gsa.gov/bim