Attachment 1 - Statement of Work (Working).docx

STATEMENT OF WORK

Table of Contents

1. Purpose, Scope, and Description of Work

2. Period of Performance

3. Capacity and Estimated Usage per Contract Period and Geographical Area

4. Minimum Guarantee

5. Task Order Placement Procedures

6. Unauthorized Instructions from Government or Other Personnel

7. Task Order Proposal Preparation and Submission Requirements

8. Task Order Proposal Evaluation

9. Award of Task Orders

10. Option(s) within Task Orders and/or Modifications

11. Task and Delivery Order Ombudsman

12. General Wage Decision / Wage Rate Requirements

13. Bonding Requirements

14. Personnel

15. Access to Federal Installations

16. Availability of Funds (Reference FAR clause 232-18)

17. Offeror’s Proposal

18. Successor Contracting Officers

19. Quality Assurance Surveillance Plan (QASP)

20. Key Performance Indicators (KPIs)

21. Acceptable Quality Levels (AQLs)

22. Stakeholder Communications Plan

23. Packaging and Marking

24. Inspection and Acceptance

25. Deliveries or Performance

26. Contract Administration

27. Special Contract Requirements

28. Attachments

1. Purpose, Scope, and Description of Work:

The $50M Indefinite Delivery/Indefinite Quantity (IDIQ) Multiple Award Task Order Contract (MATOC), Design/Build (D/B) and Design-Bid-Build (DBB) Domestic Light Construction Projects involve D/B and DBB Construction projects at federal installations supported by the Department of State, across the United States of America. All work shall be in accordance with the documents within the contract.

Competition for this contract will be limited to all Small Business (SB) concerns. The North American Industry Classification System (NAICS) code is 236220 (Commercial and Institutional Building Construction). Please refer to Clause 52.204-8 in Section K of the request for proposal terms and conditions for the small business size standard for NAICS 236220.

THE OFFEROR SHALL BE REGISTERED IN SYSTEM FOR AWARD MANAGEMENT WEBSITE (SAM.GOV) FOR NAICS CODE 236220 PRIOR TO THE SUBMISSION OF PROPOSALS BEING DUE.

The purpose of this IDIQ MATOC is to execute a broad range of D/B and DBB facility construction, repair and renovation projects for civilian stakeholders located within the United States. The MATOC will be awarded with a one-year base period and four (4) one-year option periods. The aggregate value of all task orders awarded under this MATOC will not exceed $50,000,000.

As requirements develop, a Task Order Request for Proposal (TORP) for projects will be issued. Task Orders will be Firm Fixed-Price and awarded at a fair and reasonable price using the lowest priced technically acceptable (LPTA) procedures. The work under this MATOC will involve a broad range of new construction, repair and renovation, with an estimated project size for task orders under this MATOC between $2k and $3M. The average expected duration of projects is between six months to two years.

Task Orders will be awarded using LPTA but will contain other technical (non-price) evaluation factors to assess the contractor’s ability to complete the requirement. The technical (non-price) volume will be evaluated and assigned a rating of acceptable or not acceptable.

For DB Task Orders, design must be accomplished by qualified, experienced, professional Architect-Engineer (A-E) multi-discipline firms. The A-E firms must be capable of design analysis, planning, development, CAD, BIM, COBIE, professional services, predesign site-assessment, design, geotechnical investigations and reports, environmental investigations, studies and reports, abatement and sampling, construction documentation, cost estimates, value engineering, post design-shop drawing review, construction phase services, and construction administration. Additional services include but are not limited to: seismic design, topographic and boundary surveys to include mapping and analysis (including data collection and verification), design review, seismic analysis, design construction cost reconciliation, environmental testing, statement of work review, site surveys and evaluations, and Environmental Protection Agency (EPA) compliance for hazardous material to include, but not limited to, aircraft fuels, solvents, chemicals, asbestos, lead based paint and radon. The contractor is also required to have expertise and knowledge of the design of Force Protection (FP) requirements, security and communications systems, fire protection and life safety systems, and other technical services as may be required. All work must be performed by or under the direct supervision of licensed professional Architects or Engineers. A-E disciplines required to comply with the above requirements include but are not limited to: registered architect, registered civil engineer, registered electrical engineer, registered mechanical engineer, registered structural engineer, registered fire protection engineer, registered geotechnical (registered civil may be acceptable if certified), registered environmental (registered civil may be acceptable if certified), interior designer, certified environmental survey/design personnel, and construction management.

Construction will include construction, maintenance, and repair projects at US civilian installations and facilities. Work under this contract is expected to include site clearing, earthwork, site drainage and utilities, roads and walks, cast in place concrete, brick masonry, block and tile masonry, building renovation, new construction, asbestos abatement, lead paint removal, structural steel, steel joists and decking, rough carpentry, finish carpentry, built in cabinetry and furniture, roofing and siding, sheet-metal work, doors, windows and glazing, window coverings, entrances and store fronts, lath and plaster, drywall, painting and wall coverings, floor tile and carpeting, a variety of mechanical/electrical work, fire extinguishing systems, fire alarm systems, intrusion detection systems, heating and air conditioning, ventilating equipment and systems, ducts and controls, boxes and wiring devices, starters, breaker panels, switching devices and transformers, lighting, primary and secondary power systems, highly specialized, extensive equipment systems, facilities construction, facilities alteration and repairs, and facilities maintenance services of significant importance. While the preponderance of the work is construction, incidentals to the work may include but is not limited to the following: stream bank and shoreline stabilization/protection, ecosystem/habitat restoration and flood damage reduction and activities related to flood control and water diversion projects. This MATOC may be used to acquire time-sensitive disaster or emergency assistance construction activities within the Seattle District's territory.

2. Period of Performance:

The period of performance of the awarded Contracts from this solicitation include a one-year Base Period with the option to extend for four (4) one-year Option Period, for a total Contract period not-to-exceed five years – or until the $50M contract limit is reached, whichever comes first. The Government will exercise the Option Period in accordance with FAR clause 52.217-9. If necessary, FAR clause 52.217-8 allows the Government to extend the term of the Contract by an additional six months.

(Note: the dates included are estimated and final dates will be updated upon award of Base Contract)

Each Option Period extension may include revisions in (1) other terms as agreed to by the parties hereto, and (2) revisions necessitated by statute, Executive Order and applicable regulations. Notwithstanding the above, the ordering period shall automatically end upon the termination of the Base Period absent an extension. The expiration or termination of the ordering period shall not affect any order issued during the effective period of this Contract.

Only a warranted Contracting Officer, acting within their appointed limits, has the authority to issue modifications or otherwise change the terms and conditions of the Contract.

3. Capacity and Estimated Usage per Contract Period and Geographical Area:

The total capacity of all awarded Contracts, including the Base Period plus four (4) Option Periods, shall not exceed $50,000,000.00. .

4. Minimum Guarantee:

Contractors will be paid for progress under awarded Task Orders in accordance with FAR contract clauses 52.232-5, "Payments Under-Fixed-Price Construction Contracts" and 52.232-27, "Prompt Payment for Construction Contracts". The minimum guarantee for each awarded Contract is $2,500.00 and will be obligated as the first Task Order for each MATOC. Once a Task Order is awarded that satisfies the minimum guarantee, a unilateral modification will be issued to de-obligate the minimum guarantee from the respective Base Contract. At time of exercising an Option Year, there is no requirement to fund the option years. Should the contractor not receive any Task Orders during the one-year base period, the Government has met its requirement by awarding the guaranteed minimum at time of award.

The Government's liability shall not exceed $50,000,000.00 for the life of the contract.

5. Task Order Placement Procedures:

5.1 In accordance with FAR 16.505 each contractor will be afforded a fair opportunity to be considered for each Task Order in excess of $3,500, except as provided at FAR 16.505(b)(2) (listed below).

(b)(2) Exceptions to the fair opportunity process. (i) The contracting officer shall give every awardee a fair opportunity to be considered for a Task Order exceeding $3,500 unless one of the following statutory exceptions applies:

i. The agency need for the supplies or services is so urgent that providing a fair opportunity would result in unacceptable delays;

ii. Only one awardee is capable of providing the supplies or services required at the level of quality required because the supplies or services ordered are unique or highly specialized;

iii. The Task Order must be issued on a sole-source basis in the interest of economy and efficiency because it is a logical follow-on to a Task Order already issued under the contract, provided that all awardees were given a fair opportunity to be considered for the original Task Order.

iv. It is necessary to place a Task Order to satisfy a minimum guarantee.

v. In accordance with section 1331 of Public Law 111-240 (15 U.S.C. 644(r)), contracting officers may, at their discretion, set aside orders for any of the small business concerns identified in 19.000(a)(3). When setting aside orders for small business concerns, the specific small business program eligibility requirements identified in part 19 apply.

5.2 The contracting officer will exercise broad discretion in developing appropriate Task Order placement procedures with the goal of keeping submission requirements to a minimum. The contracting officer may use streamlined procedures, including oral presentations. In addition, the contracting officer need not contact each of the multiple awardees under the contract before awarding a Task Order if the contracting officer has information available to ensure that each awardee is provided a fair opportunity to be considered for each Task Order. While the competition requirements in FAR Part 6 and the policies in FAR Subpart 15.3 do not apply to the Task Order process, the contracting officer must consider the following:

a. Develop placement procedures that will provide each awardee a fair opportunity to be considered for each Task Order and that reflect the requirement and other aspects of the contracting environment.

b. Not use any method (such as allocation or designation of any preferred awardee) that would not result in fair consideration being given to all awardees prior to placing each Task Order.

c. Tailor the procedures to each acquisition.

d. Include the procedures in the Task Order solicitation and the resulting awarded Task Order.

e. Consider price or cost under each Task Order as one of the factors in the selection decision.

f. Formal evaluation plans or scoring of quotes or offers are not required.

5.3 During the course of selecting a contractor for a Task Order, the Government will make efforts to minimize contractor resources in preparing proposals by promoting exchanges of information prior to issuing a TORP.

The efforts may include:

a. Seeking comments from MATOC contractors on draft statements of work, specifications, or drawings

b. Using a multi-phased approach when effort required to respond to a potential Task Order may be resource intensive (e.g., requirements are complex or need continued development). Such approach may start with contractors being initially considered on price and or other considerations (e.g., rough estimates, proposed conceptual approach, past performance). The contractor most likely to submit the best value solution is then selected and a Task Order in negotiated.

5.4 In accordance with FAR 16.505(b)(1)(ii)(E), the Contracting Officer must consider price under each order as one of the factors in the selection decision. In addition, the Contracting Officer may consider one, a combination of, or all the following factors when selecting a firm for Task Order award:

a. Experience

b. Past performance on earlier Task Orders under the contract, including quality, timeliness, and cost control.

c. Understanding the requirement to include technical capability and uniquely specialized experience.

d. Ability to accomplish the Task Order in the required time.

e. Potential impact on other Task Orders placed with the contractor.

f. Minimum order requirements.

6. Unauthorized Instructions from Government or Other Personnel:

The contractor shall not accept instructions issued by any person employed by the U.S. Government or otherwise, other than the Contracting Officer.

7. Task Order Proposal Preparation and Submission Requirements:

The Contractor shall comply with all preparation and submission requirements when submitting an offer in response to a Task Order Request for Proposal (TORP). Proposals must be submitted on the forms furnished by the Government, or on copies of those forms, and signed. The person signing a proposal must initial each erasure or change appearing on any proposal form.

a. Proposal Preparation: Proposals shall be prepared in accordance with all the applicable requirements in the TORP, the Base Contract, applicable specifications, drawings and any additional requirements noted.

b. Submission Requirements:

i. Cover Letter: The letter must provide the contract number and title of anticipated Task Order, the name and telephone number of the Task Order point of contact, a statement that acknowledges:

1) all Amendments issued during the TORP period, if applicable,

2) compliance with the construction wage determination applicable to the Task Order,

3) compliance with the applicable Buy American FAR Clause, FAR 52.225-9 or FAR 52.225-11 (the TORP will identify which clause applies), as incorporated into Section I of the Base Contract,

4) compliance with Not-To-Exceed Fully Burdened Hourly Rates as identified in the price schedule of your Base Contract, certification of the prime Contractor’s requirement to self-perform at least 15 percent of the cost of the Contract. Note: By submission of an offer and execution of a Contract, the Contractor agrees that in performance of the Contract for General Construction, it will not pay more than 85 percent of the amount paid by the Government for contract performance, excluding the cost of materials, to subcontractors that are not similarly situated entities (refer to clause FAR 52.219-14 (DEV).

ii. Pricing Schedule: The pricing schedule must be filled-in with all amounts listed for each of the contract line item(s), and any option item(s) that require pricing.

This MATOC is a Firm Fixed-Price vehicle where the Price Analysis techniques at FAR 15.404-1(b) will be utilized to determine fair and reasonable pricing for Task Order awards. However, in the event that the Contracting Officer cannot make a fair and reasonable determination based on Price Analysis alone, the Government may request Data Other Than Certified Cost or Pricing Data or Certified Cost and Pricing Data, as applicable.

iii. Other Applicable Documentation: Necessary documentation to indicate that adequate scoping, layout, setup and planning to accomplish the work has been done should also be submitted. Examples of documentation that might reasonably be expected include sketches, drawings, calculations, catalog cuts and specifications. For sole-source Task Orders, supporting documentation may also be requested with the proposal submission to substantiate proposed pricing and/or compliance with Not-To-Exceed

iv. Fully Burdened Hourly Rates as identified in Attachment 3 of your Base Contract.

c. When a proposal is completed and ready to be submitted, the proposal must be sent by the method authorized for receipt of the proposal in the TORP (i.e. electronic commerce such as email) by the date/time specified in the TORP letter and must only be sent to the individual(s) designated in the TORP letter for receipt of proposals. In most cases, the only individual(s) authorized for receipt include the Contract Specialist, an alternate Contract Specialist, and the Contracting Officer. Proposals are not to be submitted to any individual(s) not listed to receive the proposal.

d. Note: The Contractor will not be reimbursed for any pre-Task Order costs, including proposal preparation, attendance during site visits, or negotiations.

8. Task Order Proposal Evaluation:

The submission criteria for each TORP will be kept to a minimum and will include price as an evaluation factor and may include non-price evaluation factors as determined for each task order requirement. Whenever possible, award will be made without discussions. If the Contracting Officer deems it necessary while reviewing proposals that discussions are needed prior to task order award, each MATOC Contractor will be requested to submit a final proposal revision, unless eliminated or otherwise removed from the competition. If the project includes option item(s), those option line item(s) with be evaluated the same as the base line item(s) and will be checked for unbalanced pricing (refer to the FAR provision, 52.217-5, Evaluation of Options. The total price, including option item(s), will be evaluated, unless otherwise indicated in the TORP.

9. Award of Task Orders:

After Task Order proposals have been evaluated, the Contracting Officer will select a contractor for the Task Order award. Once the Task Order is signed by the Contracting Officer, it is then a binding Contract and will be distributed to the Contractor. The price established for the Task Order will be the Firm Fixed-Price for the Task Order, and the Contractor shall receive payment in accordance with the terms and conditions of the Contract. Each Task Order will identify the location and description of the required work. Only the work designated in the Task Order is authorized to be performed.

Upon award of a Task Order (OF 347), the signed copy will be mailed or electronically forwarded to the Contractor. Failure to pick up or receive mailed or electronic orders shall not relieve the Contractor from completion of the work in accordance with the Task Order. The Task Order completion schedule shall be in accordance with the terms of the Task Order.

10. Option(s) within Task Orders and/or Modifications:

The Government may require performance of additional work, identified as an option item in individual task orders or modifications to task orders, at the price stated. For evaluated option item(s) in a Task Order that are not exercised at time of Task Order award, the Task Order will specify the number of calendar days the Government has to exercise the option item(s). Refer to FAR provision 52.217-7, Option for Increased Quantity -- Separately Priced Line Item.

11. Task and Delivery Order Ombudsman:

Task and Delivery Order Ombudsman. Task and Delivery Order Ombudsman. IAW FAR 16.505(b)(8) referring to FAR Part 16 "Ordering". The head of the agency has designated a task-order contract and delivery-order contract ombudsman. The ombudsman must review complaints from contractors and ensure they are afforded a fair opportunity to be considered, consistent with the procedures in the contract. The ombudsman is a senior agency official who is independent of the contracting officer and may be the agency's competition advocate.

12. General Wage Decision / Wage Rate Requirements:

Task Orders issued under this Contract shall comply with 40 U.S.C. chapter 31, subchapter IV, Wage Rate Requirements (Construction), formerly known as the Davis-Bacon Act, and its related statutes and implementing regulations. Reference FAR clause 52.222-6, Construction Wage Rate Requirements, and FAR clause 52.222-13, Compliance with Construction Wage Rates. Applicable wage rates will be identified for each Task Order issued under this Contract. The wage determinations can be found at beta.sam.gov if not included as an attachment to the TORP.

13. Bonding Requirements:

a. Bonds:

i. Performance Bond and Payment Bond: Reference 52.228-15, Performance and Payment Bonds- Construction (DEV).

ii. Irrevocable Letter of Credit: Reference FAR clause 52.228-14, Irrevocable Letter of Credit, and FAR 28.102, Performance and Payment Bonds and alternate protections for construction contracts for Task Orders greater than $35K but not exceeding $150K.

b. Consent of Surety: A Consent of Surety (SF 1415) is required when a Task Order is modified, and the modification does not change the scope, but changes the Task Order price (upward or downward) by more than 25 percent or $50,000.

c. The required Bond(s) and/or Consent of Surety must be submitted within 10 calendar days of date of Task Order or modification award, unless otherwise specified by the Contracting Officer. Once all the required bonding is submitted, reviewed, and approved, the Notice to Proceed can be issued. Each Task Order will identify the address to which Bonds and/or Consent of Surety must be sent.

d. The most current forms can be found at http://www.gsa.gov/portal/forms/type/SF. It is the Contractor’s responsibility to ensure that the most recent versions of the forms are submitted.

e. A letter, from your approved bonding surety, certifying that the Contractor’s bonding capacity is at a minimum of $5,000,000.00 per single project is required for each Contract period. The Base Period requirement will be met based on the letter received as part of the submittal requirements in response to the Base Contract solicitation. For the exercise of the additional Option Period a letter certifying bonding capacity will be required prior to the exercise of the Option Period.

14. Personnel:

In connection with the services covered by this contract, any personnel identified in Phase 1 and Phase 2 will be limited to individuals or firms that were specifically identified in the Contractor’s proposal and accepted by the Government. The Contractor shall obtain the Contracting Officer’s written consent before making any substitution for these designated personnel.

15. Access to Federal Installations:

Task Orders issued underneath this base contract may be at controlled access installations. Individual Task Orders will specify the installation access requirements and any training that the Contractor may be required to complete in order to gain access.

16. Availability of Funds (Reference FAR clause 52.232-18):

The Government may request proposals for Task Orders for which funding is not currently available for the award. If funds fail to become available for the award of the project, the event shall not constitute a basis for equitable adjustment under this contract. If after the Government receives a contractor's proposal and funds are not available, the Government may request an extension of the contractor's proposal acceptance period without further competition for the project or may re-solicit the project at its discretion.

17. Offeror’s Proposal:

The Offeror’s entire proposal shall be incorporated into the contract award. If a discrepancy occurs between the offeror’s proposal and the solicitation, the solicitation holds precedence.

18. Successor Contracting Officers:

The Contracting Officer who signed this contract is the primary Contracting Officer for the contract. Nevertheless, any Contracting Officer assigned to the Seattle District and acting within his/her authority may take formal action on this contract when a contract action needs to be taken and the primary Contracting Officer is unavailable.

19. Quality Assurance Surveillance Plan (QASP)

This QASP establishes the government’s strategy for monitoring and verifying that all work performed under the D/B and DBB IDIQ contract meets the highest quality standards. It sets forth the surveillance framework used to ensure that design and construction activities comply with contractual requirements, industry standards (e.g., ASTM, ISO, ACI, AASHTO), and regulatory guidelines. This plan applies to all project phases—from initial design and planning through construction, commissioning, and final closeout.

19.1 Purpose and Objectives

a. Purpose

i. Define Quality Objectives: Establish clear quality and surveillance criteria for the project.

ii. Surveillance Procedures: Outline the methods and frequency for government-conducted inspections and audits.

iii. Roles and Responsibilities: Identify key personnel and their duties in monitoring contractor performance.

iv. Ensure Compliance: Verify that project deliverables are executed per contract requirements, within the approved schedule and budget.

b. Objectives

i. Compliance: Monitor that work meets contract specifications, applicable codes, and industry standards.

ii. Consistency: Apply a repeatable surveillance process to all project elements.

iii. Risk Reduction: Identify and mitigate potential quality issues early in the project lifecycle.

iv. Continuous Improvement: Integrate lessons learned from surveillance activities into ongoing and future projects.

19.2 Scope of Surveillance

a. This QASP covers surveillance activities for:

i. Design Activities: Monitoring both D/B and D-B-B design approaches.

ii. Pre-Construction: Reviewing planning documentation and material submittals.

iii. Construction & Installation: Inspecting work at critical milestones (e.g., foundation, framing, MEP installations, finishes).

iv. Testing & Commissioning: Overseeing material testing and final system performance.

v. Subcontractor/Vendor Management: Verifying that all external parties adhere to quality requirements.

vi. Post-Construction: Conducting final inspections and closeout procedures.

b. Surveillance Methodology and Procedures

i. Quality Standards and Criteria

ii. Adopted Standards: Use recognized industry standards (ASTM, ISO, ACI, AASHTO) as the basis for quality.

iii. Documentation: Utilize detailed drawings, specifications, and tolerances to guide surveillance.

iv. Performance Benchmarks: Set measurable criteria for structural integrity, durability, and functionality.

c. Inspection and Testing Procedures

i. Stage-Gate Surveillance: Establish checkpoints (e.g., foundation, framing, MEP installations, finishes) for systematic monitoring.

ii. Testing Methods: Employ standardized tests (e.g., concrete slump, steel tensile) with clearly defined pass/fail criteria.

iii. Sampling Plan: Use statistical sampling methods (e.g., ANSI/ASQ Z1.4) to inspect representative portions of work rather than 100% inspection.

d. Performance Metrics and Acceptance Criteria

i. Defect Classification:

1) Critical Defects: Flaws compromising safety or structural integrity (require immediate correction).

2) Major Defects: Issues affecting performance/durability but not immediate safety (must be addressed promptly).

3) Minor Defects: Cosmetic imperfections that do not affect performance (acceptable within defined limits).

ii. AQL Targets:

1) Structural Elements: Near-zero tolerance.

2) Architectural Finishes: Higher AQL allowing minor imperfections.

3) MEP Systems: AQL based on safety and performance impacts.

19.3 Roles and Responsibilities

a. Government Roles

i. Contracting Officer (CO):

1) Approves the overall QASP.

2) Ensures contract requirements are enforced.

ii. Project Manager (PM):

1) Oversees the implementation of the QASP.

2) Coordinates surveillance activities and communication among stakeholders.

iii. Quality Assurance Representative (QAR):

1) Conducts independent inspections and audits.

2) Documents findings and verifies the implementation of corrective actions.

b. Contractor Roles

iv. Contractor’s Project Manager:

1) Integrates QASP requirements into project management.

2) Ensures subcontractors and vendors comply with surveillance measures.

v. Site/Field Supervisor:

1) Conducts daily inspections to verify compliance with quality standards.

c. Quality Control Manager:

1) Develops and implements internal QC procedures.

2) Monitors and documents contractor performance.

d. Subcontractors/Vendors:

1) Follow the QASP guidelines.

2) Provide necessary documentation and address any quality issues.

19.4 Surveillance Activities

a. Design Surveillance

i. Design Reviews:

1) Conduct periodic reviews to verify that design outputs meet contract requirements.

2) Utilize peer reviews from internal or external experts for critical design elements.

b. Construction Surveillance

i. Site Inspections:

1) Schedule routine and random inspections by the Site Supervisor and QAR at critical milestones.

ii. Test and Inspection Plans (TIPs):

1) Implement TIPs detailing test methods, acceptance criteria, and documentation procedures.

iii. Material Verification:

1) Inspect delivered materials to ensure compliance with specifications.

c. Documentation and Reporting

i. Daily/Periodic Reports:

1) Maintain records of inspections, test results, and surveillance findings.

ii. Nonconformance Reports (NCRs):

1) Document any deviations from quality standards and initiate corrective actions.

iii. Audit Logs:

1) Keep comprehensive logs of all surveillance activities, both scheduled and random.

iv. Record Retention:

1) Store all quality documentation per contractual and regulatory requirements.

19.5 Corrective Action and Nonconformance Procedures

a. Identification and Reporting

i. Immediate Documentation:

1) Record any nonconformance identified during surveillance on an NCR.

ii. Notification:

1) The inspector must notify the Site Supervisor and the QC Manager immediately.

b. Investigation and Root Cause Analysis

i. Analysis:

1) Investigate the cause of nonconformance.

ii. Documentation:

1) Record findings and determine corrective and preventive actions.

c. Corrective Action Implementation

i. Action Plan:

1) Develop and obtain approval for a corrective action plan from the PM and QAR.

ii. Follow-Up:

1) Conduct follow-up inspections to ensure that nonconformance has been resolved.

iii. Record Updates:

1) Update project records with details of the corrective measures taken.

19.6 Communication and Coordination

1. Regular Meetings:

a) Hold weekly or bi-weekly QA/QC meetings to discuss surveillance progress, issues, and corrective actions.

2. Status Reporting:

a) Include quality performance metrics in monthly and quarterly project status reports.

3. Escalation Procedures:

a) Establish protocols for escalating unresolved quality issues to the PM, CO, and QAR.

4. Stakeholder Notifications:

a) Inform all relevant stakeholders of significant quality issues and corrective steps being taken.

h. Continuous Improvement

1. Lessons Learned:

a) Capture and document lessons from surveillance activities.

2. Feedback Loop:

a) Integrate feedback from audits, inspections, and stakeholder reviews into updated surveillance procedures.

3. QASP Review:

a) Periodically review and update the QASP to reflect improvements, changes in project scope, or new regulatory requirements.

i. Plan Review and Updates

1. Review Schedule:

a) The QASP will be reviewed quarterly or following any significant project change.

2. Approval Process:

a) Revisions must be approved by the PM, the Contractor’s Quality Control Manager, and the CO’s representative.

3. Distribution:

a) Updated versions will be distributed to all stakeholders and made available on the project collaboration platform.

20. Key Performance Indicators (KPIs)

a. Schedule Performance

i. Milestone Completion Rate:

Percentage of design, bidding, and construction milestones completed on schedule.

ii. Schedule Variance (SV):

Difference between planned and actual project timelines.

b. Cost Performance

i. Cost Variance (CV):

Difference between the budgeted cost and the actual incurred cost.

ii. Cost Performance Index (CPI):

Ratio of earned value to actual cost to assess cost efficiency.

iii. Change Order Frequency:

Frequency and total value of change orders relative to the original contract scope.

c. Quality Metrics

i. Non-Conformance Rate:

Number of non-conformance reports (NCRs) or quality issues per milestone or inspection period.

ii. Rework Percentage:

Portion of work that must be redone due to design or construction errors.

iii. AQL (Acceptable Quality Level) Compliance:

Percentage of inspected items that meet the defined quality criteria.

d. Safety Performance

i. Total Recordable Incident Rate (TRIR):

Number of recordable incidents per a standard number of work hours.

ii. Lost Time Injury Frequency Rate (LTIFR):

Frequency of injuries that result in lost work time per standard hours worked.

iii. Safety Observation Reports:

Number of near misses or safety observations recorded.

e. Design Effectiveness

i. Design Revision Rate:

Number of design revisions or change requests after final design approval.

ii. First-Time Approval Rate:

Percentage of design deliverables approved on the first submission without major revisions.

f. Stakeholder and Client Satisfaction

i. Client Satisfaction Score:

Feedback ratings from the client and stakeholders regarding project performance and deliverables.

ii. Stakeholder Engagement:

Frequency and quality of communication, as well as timely resolution of issues raised by stakeholders.

g. Subcontractor and Vendor Performance

i. Subcontractor Delivery Timeliness:

Percentage of subcontractor deliverables submitted on or before the agreed schedule.

ii. Quality Compliance of Subcontractors:

Rate at which subcontractor work meets the required quality standards on the first pass.

h. Risk Management

i. Risk Mitigation Effectiveness:

Number of identified risks mitigated on schedule versus those that materialized.

ii. Risk Review Frequency:

Regularity of risk review meetings and updates to the risk management plan

21. Acceptable Quality Levels (AQLs)

a. Define Quality Standards in the Contract i Adopt Recognized Technical Standards:

1. Specify industry-accepted standards (e.g., ASTM, ISO, ACI, AASHTO) for both materials and workmanship.

2. Reference the latest revisions of these standards to ensure up-to-date practices.

ii Detail Drawings, Specifications, and Tolerances:

1. Provide comprehensive drawings and detailed specifications that clearly delineate acceptable tolerances.

2. Include explicit criteria for materials, installation techniques, and finish quality to eliminate ambiguity.

iii Establish Performance Criteria:

1. Define measurable performance outcomes related to structural integrity, durability, and overall functionality.

2. Include benchmarks or testing thresholds that must be met for approval, ensuring that both design intent and construction quality are maintained.

b. Establish Inspection and Testing Procedures i Implement Stage-Gate Inspections:

1. Identify key inspection checkpoints (e.g., foundation, structural framing, mechanical/electrical/plumbing [MEP] installations, and final finishes) to monitor progress and quality.

2. Tie inspections to critical milestones to ensure early detection of deviations from quality standards.

ii Specify Testing Methods:

1. Detail the testing procedures for materials (e.g., concrete slump tests, steel tensile tests) in line with the referenced standards.

2. Ensure that each testing method includes clear pass/fail criteria and documentation requirements.

iii Define Roles and Responsibilities:

1. Clarify who is responsible for each inspection—whether it is the contractor’s QC team, independent third-party inspectors, or owner’s representatives.

2. Require that inspectors are qualified and, when applicable, certified for the specific tests they conduct.

c. Apply AQLs to Construction Elements i Categorize Defects and Severity Levels:

1. Critical Defects: Any flaw that compromises safety, structural integrity, or regulatory compliance; these require immediate correction.

2. Major Defects: Issues that affect performance or durability but do not pose an immediate safety hazard; these must be addressed promptly.

3. Minor Defects: Cosmetic or minor imperfections that do not significantly impact performance or safety; these may be acceptable within defined limits.

ii Set Acceptable Quality Limits (AQLs) by Work Area:

1. Structural Elements: Enforce near-zero tolerance for defects due to the critical nature of load-bearing and safety-related components.

2. Architectural Finishes: Allow for a higher AQL, recognizing that minor aesthetic imperfections may be acceptable provided they do not affect overall performance.

3. MEP Systems: Develop AQLs based on the operational safety and performance impact, ensuring that any defects do not compromise system functionality or regulatory compliance.

d. Implement a Sampling Plan i Adopt Statistical Sampling Techniques:

1. Replace 100% inspection with a statistically valid sampling plan to balance thoroughness with efficiency.

2. Clearly define the lot size for sampling (e.g., 100 installed tiles, 50 meters of piping) based on the volume and criticality of the work.

ii Determine Inspection Levels and Acceptance Criteria:

1. Use established standards (e.g., ANSI/ASQ Z1.4) to set the inspection level and guide the sampling process.

2. Document acceptance criteria, specifying the maximum allowable number of defects for the sample lot before triggering re-inspection or remedial actions.

e. Address Non-Conformance and Remediation i Define Clear Remediation Procedures:

1. Outline step-by-step processes for addressing non-conforming work, including timelines for rework or replacement.

2. Specify conditions under which work must be halted and corrected immediately to prevent compounding errors.

ii Incorporate Incentives and Penalties:

1. Establish financial or performance-based incentives for contractors who exceed quality standards.

2. Clearly articulate penalties for non-compliance, ensuring that all parties understand the cost implications of quality failures.

iii Ensure Robust Documentation:

1. Maintain comprehensive quality control records for every phase of construction, ensuring traceability of inspections, test results, and remedial actions.

2. Use these records as a basis for contractor evaluations and for future quality improvement initiatives.

f. Monitor and Continuously Improve i Conduct Periodic Audits and Reviews:

1. Schedule regular audits to verify compliance with the established quality standards and AQLs.

2. Use both internal reviews and third-party evaluations to gain an unbiased view of quality performance.

ii Feedback Integration for Process Improvement:

1. Establish a feedback loop with contractors and inspectors to capture lessons learned during the project.

2. Regularly review and update AQL criteria and inspection procedures based on audit findings, technological advancements, and industry best practices.

iii Promote a Culture of Continuous Improvement:

1. Encourage proactive problem-solving and innovation among project teams to enhance quality outcomes.

2. Use performance data to inform training programs and process adjustments for future projects.

22. Stakeholder Communication Plan The purpose of this Stakeholder Communication Plan is to: Ensure all internal and external stakeholders receive accurate and timely information regarding contract performance, project status, issues, and decisions. Establish a structured framework for consistent communication among government representatives, contractor personnel, design consultants, and other key stakeholders. Facilitate proactive issue resolution and enhance collaboration across all project phases for both D‑B and D‑B‑B projects under the IDIQ contract.

a. Communication Objectives

i. Timeliness: Deliver regular updates and status reports to prevent delays.

ii. Clarity: Use clear, concise language and standardized formats to reduce misunderstandings.

iii. Engagement: Involve stakeholders at appropriate milestones and decision points.

iv. Transparency: Maintain open channels for reporting issues, sharing lessons learned, and providing feedback.

v. Escalation: Ensure rapid resolution of issues through a well-defined escalation process.

b. Stakeholder Identification i Internal Stakeholders

1) Contracting Officer (CO): Oversees contract execution and regulatory compliance.

2) Project Manager (PM): Responsible for overall project planning, execution, and communication.

3) Contract Administration Team: Manages contract modifications, payments, and task order documentation.

4) Technical/Design Team: Includes architects, engineers, and design consultants who develop and review project designs.

5) Construction Management Team: Coordinates construction activities, schedules, and on-site issues.

ii External Stakeholders

1) Contractor’s Project/Account Manager: Serves as the primary point of contact for the contractor.

2) Subcontractors and Vendors: Provide specialized services or materials.

3) Regulatory Agencies: May require periodic updates or inspections.

4) Owner/Client Representatives: Include military or federal installation managers and other end-users.

5) Community/Local Agencies (if applicable): Relevant for projects impacting local jurisdictions.

c. Communication Methods and Channels

d. Communication Frequency and Schedule

e. Roles and Responsibilities

i. Contracting Officer (CO):

a. Ensures that communication procedures comply with contract requirements and federal regulations.

b. Reviews and approves major communications and changes to the communication plan.

ii. Project Manager (PM):

a. Develops and disseminates routine status reports and meeting agendas/minutes.

b. Coordinates all stakeholder meetings and acts as the central point for issue escalation.

iii. Contract Administration Team:

a. Maintains documentation, updates communication logs, and tracks follow-up actions.

iv. Contractor’s Project/Account Manager:

a. Serves as the primary liaison between the contractor and government representatives.

b. Ensures that contractor-related communications are timely and accurate.

v. Technical/Design Team:

a. Provides technical updates, design progress reports, and participates in review meetings.

vi. Construction Management Team:

a. Communicates construction progress, on-site issues, and risk management updates.

f. Communication Matrix A sample communication matrix is provided below to illustrate the flow of information:

g. Escalation Procedures

i. Initial Reporting:

a. The individual identifying the issue notifies the immediate supervisor (e.g., Team Lead or PM) via email or direct call.

ii. Assessment:

a. The PM evaluates the issue, documents it, and determines the required corrective action.

iii. Notification:

a. If the issue impacts contract performance or has significant cost/schedule implications, the PM escalates the matter to the CO and/or senior management.

iv. Resolution Meeting:

a. A meeting is scheduled with all affected stakeholders to resolve the issue.

v. Documentation:

a. All escalation communications and decisions are documented in the project log and included in the next status report.

vi. Follow-Up:

a. The PM tracks the resolution actions to ensure the issue is resolved and communicates closure to all stakeholders.

h. Documentation and Record Keeping

i. Meeting Minutes: Distributed within 48 hours after each meeting and stored in the project collaboration platform.

ii. Status Reports: Archived monthly for reference and audit purposes.

iii. Change Logs and Issue Trackers: Maintained and updated by the Contract Administration Team.

iv. Communication Logs: A central repository of all communications (emails, memos, etc.) maintained by the PM.

v. Version Control: All updates to the Stakeholder Communication Plan will be version-controlled and shared with all stakeholders.

i Plan Review and Updates

i. Frequency: The Communication Plan will be reviewed quarterly or whenever there is a significant change in project scope or stakeholder structure.

ii. Responsible Party: The Project Manager, in consultation with the Contract Administration Team and the CO.

iii. Approval: Any updates must be approved by the CO and communicated to all stakeholders.

j. Sample Communication Templates

i. Monthly Status Report Template

a. Project Title:

b. Reporting Period:

c. Overall Status: (On Track, At Risk, Off Track)

d. Accomplishments:

e. Upcoming Milestones:

f. Issues/Risks:

g. Mitigation Actions:

h. Decisions Needed:

i. Attachments: (Photos, charts, meeting minutes) ii Meeting Agenda Template

a. Meeting Title:

b. Date/Time/Location:

c. Attendees:

d. Agenda Items:

i. Welcome and Introductions

ii. Review of Previous Meeting Minutes/Action Items

iii. Project Status Update

iv. Discussion of Current Issues/Challenges

v. Upcoming Milestones and Deliverables

vi. Q&A

vii. Next Steps and Action Items

e. Adjournment

23. Packaging and Marking

A. Packaging and marking shall be in accordance with commercial practice, except to the extent other requirements are indicated by the security specifications of this contract.

i. Drawing sets shall be shipped in rolls of six-inch diameter or less.

24. Inspection and Acceptance

A. The contractor’s key individuals who are responsible for the quality of design and the quality of documentation shall be identified by the contractor in the Quality Management Program.

B. ACCEPTANCE

i. Acceptance of deliverable items shall be the Contracting Officer’s Representative. Acceptance or use of documents developed under this contract shall not in any way relieve the contractor of responsibility for the design.

C. QUALITY ASSURANCE AND QUALITY CONTROL

i. A principal factor of performance on a project is the contractor's control of the quality of design services. The contractor shall establish and maintain a project-specific Quality Management Program (QMP) which defines and implements a quality system. The quality system is a documented organizational process which describes responsibilities, procedures, and resources for providing quality control and quality assurance on a project. Effectiveness of the QMP is achieved through adequate planning, forceful direction, and checking in the sense of measurement and evaluation. The QMP applies to the control of quality throughout all areas of contract performance.

ii. Quality Management Program

The contractor's QMP shall be D&C-approved to provide employees, consultants, and/or joint venture partners with established, uniform procedures for production of project data and documents throughout the design process. Principal functions of the QMP are the following:

1. Quality Control (QC): Operational techniques and activities that are used to fulfill requirements for design quality.

2. Quality Assurance (QA): Documentation of planned and systematic actions required to provide confidence that design services provided are based on project…