Attachment J-1_Statement of Work_BOA.pdf

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National Facilities Planning & Modernization Program Design/Build and Bid/Build Services

Contract Procurement

Statement of Work

Prepared by: ATC Facilities Program, AJW-24

Date: May 5, 2021

US Department of Transportation Federal Aviation Administration 800 Independence Avenue SW

Washington, DC 20591

Federal Aviation Administration – Air Traffic Organization For Internal Use Only – Not for Distribution

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SCOPE

This Statement of Work (SOW) specifies the Design/Build (D/B) and Bid/Build (B/B) services required by the Air Traffic Control (ATC) Facilities and other programs necessary to perform its mission.

A. EnRoute Facilities Planning and Modernization Program

The EnRoute Facilities Planning and Modernization Program supports EnRoute Air Traffic operations and service level availability through facility life cycle program management of the 21 Air Route Traffic Control Centers (ARTCCs), the Combined Control Facilities (CCFs) at San Juan and Guam, and other FAA owned, operated, or sponsored facilities.

B. Terminal Facilities Planning and Execution Program

The Terminal Facilities Planning and Execution Program supports the construction of new and replacement of Airport Traffic Control Tower (ATCT) and Terminal Radar Approach Control (TRACON) facilities within the National Airspace System (NAS). The Terminal Facilities Office also supports the repair, maintenance, and upgrading of these facilities throughout their lifecycles. The two roles are generally referred to as “Replace” and “Improve.” By fulfilling these roles, the Terminal Facilities Office seeks to improve the safety, reliability, and efficiency of the air traffic system. The FAA is responsible for maintaining over 300 of the Nation’s manned Terminal Facilities.

C. Additional programs supporting NAS facilities:

1. Mobile Assets Management (MAMP)

2. Facility Security and Risk Management (FSRM)

3. Unstaffed Infrastructure Sustainment (UIS): The Program is responsible for sustaining approximately 11,000 unstaffed sites scattered across the U.S. and other countries. The infrastructure sustained by this program typically includes radio towers, small buildings, access roads, and fences.

4. Tech Ops Construction Projects: These projects can be at either staffed facilities or unstaffed facilities.

The Contractor must provide all necessary labor, materials, equipment, services, and facilities for D/B or B/B services necessary to support the FAA’s NAS and Capital Investment Plan (CIP) as required by Call Orders awarded under this Contract. These services may include D/B and B/B services for new and existing FAA facilities, strategic facilities planning, cost estimating, construction support, hazardous materials abatement, testing, and related services.

BACKGROUND

The mission of the FAA EnRoute Facilities Planning and Modernization Program and the Terminal Facilities Planning and Execution Program is to replace, modernize and sustain the air traffic control and radar approach facilities. The CIP has three objectives:

• To build new and replacement facilities.

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• To complete modernization and sustainment of existing facilities.

• To maintain structures at a functionally acceptable condition level. When the facility is no longer functionally acceptable, the facility will be replaced.

Current major projects include renovations which focus on maintenance backlog reductions, mitigation of risks to operations which are facility-based, abatement and rehabilitation of administrative offices and training/classroom facilities, and critical infrastructure backlog projects, which include:

• Roofing and waterproofing

• Plumbing

• Electrical distribution

• Heating, ventilation, and air conditioning (HVAC) systems

• Life safety issues

The proposed Transportation Stimulus Package would provide additional appropriated funds to modernize, sustain or replace facilities that are located in areas that have been disproportionately impacted by recent economic events, and have exceeded their life expectancy or are past due for replacement.

TYPES OF FAA FACILITIES

The Contractor must provide D/B and B/B services, and related services for the following types of facilities:

A. ARTCCs, which are facilities responsible for controlling aircraft EnRoute in a particular volume of airspace at high altitudes between airport approaches and departures.

B. CCFs, which manage aircraft arrivals and departures, as well as limited aircraft transits in specified areas.

C. Combined EnRoute RADAR Approach Control Facilities (CERAP), which manage aircraft arrivals and departures, as well as limited aircraft transits in specified areas.

D. ATCTs, associated base buildings, TRACONs, and consolidated TRACONS.

E. Communication towers.

F. Unstaffed structures such as RADAR towers.

G. Other FAA owned, operated, or sponsored facilities.

DESIGN/BUILD AND BID/BUILD SERVICES REQUIRED

Design/Build Process

In general, the D/B process will take place in two phases. Phase I will generally consist of the preparation of Design Definition Documents. Phase II will generally consist of the completion

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of the Final Design Documents, and Construction and services related thereto. The Contractor’s services and deliverables to be provided in each phase will be specified in the Call Order to best suit the project. D/B projects may be phased to comply with budget approvals and FAA funding availability.

A. Phase I Services – “Bridging Documents”

In general, design definition documents may be developed as little or as fully as required to best suit the project (typically 30% to 70% design). Phase I may consist of all Architect- Engineering design work required for the project. Requirements for Phase I Services will be specified in each D/B Call Order. Bridging documents must comply with all applicable FAA Orders, Standards and Codes referenced within; the Federal Aviation Administration Engineering and Design Requirements Document (FAA-ATOE-EFPM-EDR001); and as specified in each Call Order. The Contractor must incorporate all appropriate provisions of the “Division I – General Requirements” that is revised and provided by the FAA into the project construction specifications. Phase I may include mobilization, construction procurement, and other construction-related services that require advanced planning or long lead times to meet the overall project schedule.

B. Performance Plan for Phase II Services and Construction Cost Estimate

As part of Phase I, the Contractor must submit its Cost Proposal for all Phase II services (see below) as specified by the Call Order and as necessary to complete the project.

C. Phase II Services

In general, Phase II includes all necessary personnel, material, equipment, services, and facilities required to complete the design, if not already complete, and construct the project in accordance with the approved technical plans, drawings, and specifications. Typically, Phase II includes:

1. Design Completion Services

2. Architect and Engineering Support Services during Construction

D. Process and Timing for Establishing Phase II Price

Based on schedule requirements and the specific approach for each D/B Call Order, the FAA will establish the deliverable during which the Contractor must submit its Cost Proposal for all Phase II services as specified by the Call Order and necessary to complete the project.

The Contractor’s Performance Plan must be submitted in accordance with Call Order Proposal Requirements and in a format suitable for the FAA’s evaluation. The Contractor must use a format similar to the Construction Specification Institute 2012 or later MasterFormat.

Bid/Build Process

In general, B/B includes all necessary personnel, material, equipment, services, and facilities required to construct the project in accordance with the approved technical plans, drawings, and specifications. Typically, B/B includes:

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A. Construction Management Services

B. Construction Craft Labor and Other Direct Costs (ODCs) (Subcontractors, Equipment, Material, etc.)

C. Contractor’s Fee on Construction Labor and ODCs

Additional Services

The Government may order Additional Services consisting of general consultation services such as:

• Soil and geotechnical investigations

• Field surveys

• Studies

• Environmental impact data collection

• Testing

• Investigation of existing buildings and structures

• Additional copies of reports, manuals, drawings, and specifications (in addition to those required by each Call Order)

• Construction management services including vendor consultation during construction procurement activities and construction

• Inclusion of vendor manuals for new or modified equipment in site-adapted handbooks

• Checking and recommending approval or disapproval to the Government of samples, schedules, shop drawings, and submissions of other Contractors

• Technical assistance in researching claims of other Contractors

• Assistance to the Government in preparing Contract modifications and change orders

• Other general consultation services related to construction efforts

PROGRAM MANAGEMENT

Program Management Organization

The Contractor must establish and maintain a formal organization to manage the contract and subcontracts. The Contractor must develop and implement a Master Program Management Plan to efficiently and effectively execute the requirements of this contract to include: program control, risk management, quality assurance, configuration management, subcontract management, and safety. The information reported may be in Contractor format using Data Item Description (DID) DI-MGMT-80004 as a guide for content.

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Program Control

The Contractor must assign a Program Executive, subject to FAA approval, to organize, plan, schedule, implement, control, analyze, and report on all aspects of the contract. The Program Executive must have the resources and authority to ensure efficient and timely program/project execution and must be the Contractor’s focal point for all required tasks. The Contractor’s Program Executive must be prepared to present and discuss the status of contract activities at any time.

A. Monthly Performance Report

The Contractor must produce and deliver a Monthly Performance Report to apprise the FAA of its organization’s assessment of contractual efforts, as of the date of the report. The Monthly Status Report must contain, at a minimum:

1. Start dates, significant milestones, and estimated and actual completion dates for each Call Order in process.

2. Areas of difficulty and the proposed approach for correcting the problem and maintaining performance schedules for each Call Order in process.

3. A narrative which explains any missed schedule milestones, deliverables, and/or projected impacts to final deliverables for each Call Order in process.

4. A 60-day projection on project technical accomplishment for each Call Order in process.

This “look-ahead” schedule must identify milestones and dates planned, projected for 2 months subsequent to the period being reported.

5. Closed Activities for each Call Order in process.

6. Status of all Action Items for each Call Order in process.

7. Risk Management.

8. Completed Call Orders (identify costs incurred, fee/profit, Negotiated Price and schedule for each deliverable).

B. Monthly Call Order Progress/Status Report

The Contractor must produce and deliver a Monthly Call Order Progress/Status Report to apprise the FAA of individual Call Order progress, issues and/or concerns, as of the date of the report.

C. Monthly CP Status Log Report

The contractor must develop and provide a monthly CP Status Log Report that includes the CP identification number, name of CP, Call Order cost impact, Program Management cost impact, and CP milestone dates, which includes the date the CP was generated, transmittal and approval dates.

D. Monthly Cost Status Report (CSR)

This report must, at a minimum, include:

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1. Budgets and incurred costs at the Call Order level and site-specific level within a Call Order.

2. Variances between budgeted versus actual costs for the period and cumulative to date.

3. A narrative discussing any variances that exceed ±5 percent.

4. A narrative on the cause of variances and any proposed methods to eliminate the variance, as appropriate.

Integrated Program Management

A. Performance Management System

The Contractor must use its existing, internal performance management system to plan, schedule, budget and monitor, manage and report cost, schedule, and technical status to the contract. The Contractor’s internal performance management system must serve as the single, formal, integrated system that meets the Government and Contractor’s internal management requirements for timely, reliable, and auditable performance information. The application of these concepts provides for early indication of contract cost, schedule, and technical challenges. The Contractor is not required to establish a separate or unique internal performance management system for purposes of planning, scheduling, directing, statusing, recording or reporting progress under this contract.

The data presented in monthly cost reports must be derived from the Contractor’s mainstream accounting system.

B. Application to Subcontractors

The performance information reported by the subcontractors is incorporated and integrated into the Contractor’s management system. The Contractor is responsible for reviewing and assuring the validity of all subcontractor reporting through surveillance and other means.

C. Contract Work Breakdown Structure

The Contractor must develop and maintain the Contract Work Breakdown Structure (CWBS) and CWBS Dictionary using its format.

The CWBS provides the basis for further extension by the Contractor to lower levels during the performance of the contract. The Contractor uses the CWBS as the primary framework for contract planning, budgeting and reporting of the cost, schedule, and technical performance status to the Government. The Contractor, if necessary, updates the CWBS during the execution of the contract. Changes to the CWBS or associated definitions, at any reporting level, require approval of the Government.

D. Project Schedule

The Contractor must develop and maintain a project schedule in sufficient detail to plan, manage, and control all project activities, within the contract period of performance. For projects greater in value than $1 Million, this schedule must be in the form of a Critical Path Method (CPM) schedule. For projects lower in value than $1 Million, the schedule may be

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in the form of a bar chart, provided that is short in duration and can be adequately described in this format.

The schedule must be consistent with the CWBS and sufficiently detailed such that critical and high risk efforts are identified and planned realistically to ensure executability. The schedule will be extended and expanded as the project unfolds and additional insight is needed (for example, rolling wave detail planning or scope changes). It must include the efforts of all activities, including subcontractors and suppliers. It must reflect those risks identified and documented in the Contractor’s Risk Management Plan submitted with each Performance Plan (Proposal) submitted for each Call Order.

E. Over Target Baseline (OTB)/Restructure

The Contractor may conclude that the baseline no longer represents a realistic plan in terms of budget/schedule execution. In the event the Contractor determines an OTB/restructuring action is necessary, the Contractor must also include detailed implementation procedures as well as an implementation timeframe. The Contractor is not authorized to implement the OTB/restructuring prior to receiving written approval from the Contracting Officer.

Meetings, Agendas and Minutes

The Contractor must conduct meetings and reviews in accordance with the Government approved Master Program Management Plan and this SOW. At each management review, the Contractor must provide backup data regarding assumptions made and methodologies used in arriving at specific recommendations or conclusions. The Contractor must prepare and submit a meeting agenda, meeting minutes, and presentation materials for all meetings. The Contractor must propose an overall strategy for conducting each meeting or review.

Support provided by the Contractor must include: facilities, materials, office equipment, technical data, cognizant technical and business personnel, including subcontractors, in each of the areas to be covered during the meeting. Meetings must facilitate a free and unlimited exchange of information between the D/B Services and B/B Services Contractors, Government, and other Prime Contractors and subcontractor personnel in attendance.

The Contractor must provide an agenda for each management and formal meeting. This agenda must be prepared and delivered to the FAA no later than 2 business days prior to the meeting, unless otherwise specified by the FAA.

The meeting minutes must be developed and distributed no later than 2 business days after the conclusion meeting. Contractor format may be used for meeting agendas and meeting minutes.

The meeting minutes must include, at a minimum, the following information:

• Type of meeting and date

• Contract number

• Contractor name and address

• Meeting purpose and objective

• Meeting location

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• Meeting agenda

• Summary of discussion, decisions, agreements reached, and directions of the meeting or individual subgroups

• Status of open action items from previous meetings, as applicable

• New action items resulting from the meeting

• Copies of all presentation materials and handouts used

• A list of attendees, with name, organization, telephone number, e-mail address, and facsimile number

Specific meetings include:

A. Program Management Reviews (PMRs)

The Contractor (unless otherwise authorized by the FAA COR or Contracting Officer) must conduct PMRs on a biannual basis. The review location may alternate between the FAA and the Contractor’s facility. The Contractor must present cost and schedule status, provide performance measurement information, and current and anticipated technical, business, and contract issues of Call Orders in process.

The briefing format and level of detail will be mutually agreed to in advance at the Post-Award Conference.

B. Monthly Status Reviews

The Contractor must participate in monthly contract status reviews and be prepared to present status on the major design and construction milestones and deliverables under each Call Order in process.

C. Other Meetings

The FAA COR and/or Contracting Officer may request the Contractor to participate in other program status review meetings.

D. Change Proposals

The Contractor must present Change Proposals (CPs) for review and approval by the FAA COR and Contracting Officer. Approved CPs will be incorporated into the contract through modifications generated by the FAA Contracting Officer. The Contractor will be responsible for preparation, distribution, tracking, and disposition of CPs.

E. Technical Interchange Meetings (TIMs)

The Contractor must support Government TIMs that may be conducted at the Contractor’s facility or an FAA location as requested by the COR or technical representative identified in the Call Order.