DB Communications Plan Template FY25.docx

[Editor: edit header] Communications Plan template FY25 v

IMPORTANT

TEMPLATE is to be used as a GUIDE Editor: This is a template for the use LPOE project teams Editor: COPY and RENAME files prior to editing the documents This this document coordinates with the companion documents CMa and CxP DB SOW template FY25 DB SOW Template FY25 For document replacement contact robertmfay@gsa.gov OPEN in GOOGLE DOCUMENTS

Instructions to Communications Template Editor The use of the Communications Template requires coordination with: DB SOW Template LPOE customization 03 22 posted version & CMa and CxP DB SOW template LPOE customization 03 22 posted version (to be revised) In General:

1. Create your project SOW using the version, posted @ PBS InSite > Design & Construction > PM Guide > Master Reference List >STATEMENTS of WORK

2. For related documents, Examples, Best Practices GoTo PBS InSite Design-Build Council - Community of Practice The GSA Design-Build Council (DBC) focuses on GSA's delivery of design-build projects to realize the full benefit of integrated project delivery by refining and improving awareness, aptitude, and outcomes throughout GSA.

3. The posted templates include the latest information regarding best practices, references, updates to policies, executive orders, procedures, etc. and remove prior to issuance of the final version.

4. Avoid ambiguities, errors, and conflicting information: Best Practices have shown that stating a requirement once reduces the possibility of conflicts.

5. The term “Project Delivery Team'' refers to the entire group of first tier contractors and consultants hired to execute the project.

6. The word “shall” or “must” mean that the item is mandatory; the words “may” or “should” indicate that an item is discretionary.

7. Coordinate and review the SOW with other GSA Project Team Members such as the Regional Historic Preservation Officer (RHPO), NEPA Lead, Regional Fine Arts Officer (RFAO), Regional Chief Architect & Engineer, Legal Counsel, etc.

8. Coordinate references (identified in blue italic text) with location and include hyperlink.

9. Table of Contents (TOC) section and page numbers are “linked” to the content – Editor shall update TOC prior to issuance.

10. Utilize terms consistent with the PM Guide. Refer to GLOSSARY for additional terms.

11. Remove the watermark and Instructions to the SOW Editor prior to issuance.

12. Provide comments, improvements and corrections of this communications Plan to robert.fay@gsa.gov.

END OF SECTION

COMMUNICATION PLAN

[Editor: enter PROJECT NAME]

PROJECT TYPE [MODERNIZATION, NEW CONST., ETC]

PROJECT IDENTIFICATION:

I. OVERVIEW

A. Document Purpose The Communications Plan shall assist the project team in identifying both internal and external stakeholders and serves to enhance communication between all parties at all stages of the project process. This plan is a basic framework, and should be revised during the course of the project if the team determines refinements or adjustments are needed in the content to improve communications efforts.

The purpose of this document is to provide basic guidance, procedures, and processes required for the effective communication on the [Editor: fill-in the project name] . It is essential that all team members communicate openly, directly, and honestly for a successful project. The need for a well defined communication channel is paramount considering the large number of individuals involved in the decision making process over the life of this GSA capital project. The goal of this document is to present a process upon project initiation that defines appropriate management roles and outlines communication responsibilities in sufficient detail to facilitate informed decision making throughout the life of the project. Successful communication involves a no-blame culture that fosters timely solutions.

B. Communications Overview The GSA has primary responsibility for project communications management for the entire project duration. This document serves to define communication processes and participant responsibilities required to meet the project goals established by GSA, and their client agencies, as well as to ensure successful communication between all involved participants. The primary objectives for effective project communication management are as follows:

1. TIMELY DISSEMINATION OF INFORMATION

Ensure timely distribution and collection of project information as it relates to management, policies and procedures. The purpose is to keep all team members informed and facilitate communication that provides a means of logging, tracking and retrieving information throughout the course of the project.

2. INFORMATION DECISION MAKING

Establish a forum in which information and resources are shared in a manner that supports decision-making at the lowest responsible level. Encourage the sharing of information between decision makers in an immediate, focused manner.

3. DOCUMENTATION

Provide a clear, traceable history of issues, processes, and decisions throughout the entire planning, design, construction, and closeout phases of the project.

4. INFORMATION & RESOURCES

Integrate communication and resources so that information from one source, such as the multi-year schedule, can be evaluated in conjunction with complementary or supplemental information from all other program components, such as the financial management system. It is vital that decision-makers have complete, accurate, current information to make informed decisions.

5. EFFECTIVE MEETINGS

Maintain a streamlined and effective meeting process to facilitate decision-making and document for all internal and external decisions required by the various participants.

6. INFORMATION TECHNOLOGY TO IMPROVE MANAGEMENT

Provide proven management information systems, office automation, telecommunication and web infrastructure as needed to fully support the program requirements.

7. USER GUIDE

The Communications Plan assists the project team in identifying both internal and external stakeholders and serves to enhance communication between all parties at all stages of the project process. This plan is a basic framework, and should be revised during the course of the project if the team determines refinements or adjustments are needed in the content to improve communication efforts. It is recommended that all team members review this document for complete understanding prior to the start of work. This plan will act as a tool to guide project protocols and decision making at all levels.

II. GSA PROJECT PARTICIPANTS | ROLES & RESPONSIBILITIES

The GSA PM serves as administrator for the communications process, unless otherwise delegated. This includes distribution and maintenance of this plan document for the duration of the project and ensuring that the content is revised as needed to suit project needs. The following are key project participants:

GSA Contracting Officer (CO) The GSA Contracting Officer (CO) is [Editor: fill-in CO’s Name] . The CO has the overall responsibility for the contract and is authorized to take actions on behalf of the Government to amend, modify or deviate from the contract terms, conditions, requirements and/or specifications.

The GSA Contracting Officer (or another Contracting Officer if necessary) is:

· The only person who can bind the Government

· The only person who can make changes to the contract

· Any unauthorized changes to the contract are at the contractor’s risk and expense

The GSA Contracting Officer is the primary point of contact for all project contract issues between the GSA and all consultants and contractors. The Contracting Officer may designate the Contracting Specialist as a point of contact for various types of communications.

GSA Contracting Specialist The GSA Contract Specialist (CS) for this contract is [Editor: fill-in CS’ Name]. The CS is responsible for day-to-day administration of the contract. All questions from the AE, CMc, CMa, and other contractors regarding administration issues shall be initially directed to the CS.

The GSA Contract Specialist:

· Administers all contractual issues

· Processes invoices and receiving reports

· Negotiates with the oversight of the Contracting Officer

GSA Senior Project Manager (PM) | Contracting Officer’s Representative (COR) The GSA Senior Project Manager (Contracting Officer’s Representative or COR) is [Editor: fill-in PM’s Name]. The PM/COR is responsible for the overall delivery of the project. The PM/COR will determine the adequacy of performance in accordance with the terms and conditions of the A/E, CMa, and CMc contracts.

The GSA PM/COR is the technical contact for all project issues. The Contracting Officer will rely on the PM/COR for technical advice and recommendations throughout the project. The PM/COR must be kept informed of all project related issues throughout the project thus shall be copied on all written communications.

The GSA PM/COR:

· Is a Government employee assigned to manage activities for the Government during the course of the project

· Serves as the overall coordinator of the project

· Provides technical oversight on all contract negotiations and invoice approvals.

· Has authority only to the extent specified in writing

GSA Project Manager Assist (PMa) The GSA Project Manager Assist is [Editor: fill-in PMa’sName] The PMa shall assist the PM/COR as necessary. The PMa will also be the local representative of the project.

GSA Realty Specialist The GSA Realty Specialist is [Editor: fill-in RS’ Name]. The Reality Specialist will be responsible for final occupancy agreements on the project. The Reality Specialist will be the primary point of contact for the agency with regard to final space within the building, O&M services post occupancy, parking, and joint use.

Specific duties of the GSA Realty Specialist include:

· Assist in coordination with the tenant agencies

· Primary point of contact for final Occupancy Agreements

· Provides input during the design phase with regard to common space, stacking, joint use, and housing plan.

GSA Property Manager The GSA Realty Specialist is [Editor: fill-in team member’s Name]. The Property Manager will be responsible for all building coordination. The GSA Property Manager oversees the Operations & Maintenance Contractor in the building and will be responsible for all coordination. The Property Manager will be an integral part of the design phase to ensure that the systems and materials selected can be maintained.

Specific duties of the GSA Property Manager include:

· Assist in access to building equipment spaces

· Provide insight with regard to existing building conditions

· Provide input during design with regard to material and system selection

· Provide all coordination with the O&M

· Provide all coordination with the connected US District Courthouse

· Will be responsible for notifying tenants of any shutdowns or work occurring in the building

· Primary point of contact for final Occupancy Agreement information such as custodial services, overtime utilities, special arrangements, parking, etc.

GSA Interior Design Specialist & Move Coordinator GSA’s Interior Design Specialist (IDS) and Move Coordinator on this project is [Editor: fill-in team member’s Name]. The IDS is responsible for developing and documenting the furniture needs of the client agency. The IDS will work with the AE to ensure the furniture design complements and is coordinated with the overall design intent of the space.

Specific duties of the Interior Design Specialist:

· Develop furniture program of requirements with the agency

· Coordinate furniture design with the AE’s design throughout the process

· Incorporate the materials, color pallet, etc. which the AE provides to the IDS into the furniture procurement plan

· Coordinates the purchase of the furniture for the agency

· Coordinates the final design with the furniture manufacturer and AE

· Coordinates the installation of the furniture

GSA Regional Account Manager [Editor: Use if there are multiple tenant agencies, otherwise delete the bullets] GSA’s Regional Account Manager’s (RAM) are as follows:

· [Editor: fill-in team member’s Name]

· [Editor: fill-in agency names associated with this Account Manager]

· [Editor: fill-in team member’s Name]

· [Editor: fill-in agency names associated with this Account Manager]

· [Editor: fill-in team member’s Name]

· [Editor: fill-in agency names associated with this Account Manager]

· [Editor: fill-in team member’s Name]

· [Editor: fill-in agency names associated with this Account Manager]

The RAM is GSA’s expert when it comes to agency requirements and communication. The RAM will lead all communication with the agency’s national representatives, and can assist in communications with regional leadership when needed. The RAM will:

· Identify all agency stakeholders

· Coordinate and attend meetings with the agency representatives

· Ensure proper communication occurs between GSA and the client agency

· Assist the project team when needed as it relates to relationship maintenance, high-level agency communication, etc.

I. DESIGN-BUILDER | DESIGN TEAM ROLES & RESPONSIBILITIES

[Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project]

[Editor: The following example is for illustrative purposes only] Example Design Firm is the lead designer on the project. Example Design Firm will oversee all design sub-consultants listed below on the project. Example Construction is the prime contractor for the design-build contract.

Principal | Lead Project Designer (Editor: Enter Firm Name) [Editor: Include name, and description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project] [Editor: The following example is for illustrative purposes only] Example Design Firm’s Principal & Lead Project Designer is John Doe, FAIA. The Lead Project Designer is responsible for the overall design direction of the project.

Design Project Manager (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project] Project Architect (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project] Historic Preservation Specialist (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project] Interiors & Workplace (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project] Lighting Design (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project] BIM / 3D Scanning / Modeling (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project] Sustainability / LEED (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project] Lead Structural Engineer (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project] Lead Electrical Engineer (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project]

Lead Mechanical Engineer (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project]

Lead Fire Protection Engineer (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project]

Cost Consultant (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project]

Geotechnical (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project]

Physical Security (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project]

Energy Modeling & MEPFP Peer Reviewer (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project]

Wayfinding & Signage (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project]

ABAAS Consultant (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project]

3D Scanning Support (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project]

MEP/FP Support (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project]

II. DESIGN-BUILDER | CONSTRUCTION TEAM ROLES & RESPONSIBILITIES

[Editor: Include name, and brief description of their role. This shall be filled out by the DB upon award. Determine applicability of the role for your project]

[Editor: The following example is for illustrative purposes only] Example Name Construction is the prime contractor for the design-build contract.

Project Executive (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project] Pre-Construction Manager (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project] Senior Project Manager (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project] Assistant Project Manager (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project] Project Engineer | Site (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project] Project Engineer | Envelope & Structure (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project] Project Engineer | Interiors (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project] Project Superintendent (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project] Lead Architect (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project]

AE Project Manager (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project] Interior Architect | Interior Designer (Editor: Enter Firm Name) [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project]

III. CONSTRUCTION MANAGER AS ADVISOR (CMa) ROLES & RESPONSIBILITIES [Editor: Include name, and brief description of their role. This can be filled out by the DB upon award. Determine applicability of the role for your project]

[Editor: The following example is for illustrative purposes only] Example CM Services is the Prime Contractor for Construction Manager as Advisor services on this project. Example CM Services will also serve as the Commissioning Provider (CxP) on the project.

Project Executive [Editor: Include name, and brief description of their role. This can be filled out by the CMa upon award. Determine applicability of the role for your project]

[Editor: The following example is for illustrative purposes only] The Project Executive for Example CM Services on this project is Jane Smith, PE. The Project Executive is responsible for the global coordination of the project including staffing.

Project Manager [Editor: Include name, and brief description of their role. This can be filled out by the CMa upon award. Determine applicability of the role for your project] Commissioning Provider (CxP) [Editor: Include name, and brief description of their role. This can be filled out by the CMa upon award. Determine applicability of the role for your project] Senior Estimator [Editor: Include name, and brief description of their role. This can be filled out by the CMa upon award. Determine applicability of the role for your project] Project Engineer [Editor: Include name, and brief description of their role. This can be filled out by the CMa upon award. Determine applicability of the role for your project] Construction Inspector [Editor: Include name, and brief description of their role. This can be filled out by the CMa upon award. Determine applicability of the role for your project]

IV. EXTERNAL STAKEHOLDERS | ROLES & RESPONSIBILITIES

[Editor: Include all primary tenant agencies, major stakeholders, etc.]

[Editor: The following example is for illustrative purposes only] US Bankruptcy Courts Project Manager (US District Courts)

The Project Manager for the US Bankruptcy Courts is O’Shea Jackson, PE. The Project Manager will be responsible for coordinating all activities with the Courts steering committee. This includes but is not limited to:

· Attending all agency specific design meetings

· Coordinating design reviews with agency steering committee members

· Obtaining design approvals from agency steering committee members

· Ensuring agency provided funds are budgeted for and received as needed for this project.

· Coordinating all schedule activities with agency stakeholders

Rick Ruben, AIA of the Administrative Office of the Courts (AO) is responsible for budget with regard to the US Bankruptcy Courts. Rick Ruben, AIA will be an active participant throughout all stages to assist the team in delivering the project as it relates to the US Bankruptcy Courts within budget.

James Todd Smith of the US District Courts oversees all lease actions and compliance by the Bankruptcy Courts with regard to national space policy.

Joseph Simmons is the Clerk of Court for the Bankruptcy Courts and serves as the primary advocate and coordination point of contact for the Bankruptcy Court Judges and staff.

US Citizenship and Immigration Services Project Manager

The Project Manager for the US Customs and Immigration Service is Eric Wright. The Project Manager will be responsible for coordinating all activities with the UCIS. This includes but is not limited to:

· Attending all agency specific design meetings

· Coordinating design reviews with agency steering committee members

· Obtaining design approvals from agency steering committee members

· Ensuring agency provided funds are budgeted for and received as needed for this project.

· Coordinating all schedule activities with agency stakeholders

US Marshals Service Project Coordinators

The Project Manager for the US Marshals Service is Antoine Carraby. The Project Manager will be responsible for coordinating all activities with the USMS. This includes but is not limited to:

· Attending all agency specific design meetings

· Coordinating design reviews with agency steering committee members

· Obtaining design approvals from agency steering committee members

· Ensuring agency provided funds are budgeted for and received as needed for this project.

· Coordinating all schedule activities with agency stakeholders

V. COMMUNICATIONS MANAGEMENT

[Editor: Edit all sections necessary to align with your project’s needs.] Project Communication Management

During the course of the entire project, the GSA PM (COR) shall develop and maintain a detailed Project Management Plan which includes a section describing the Communications Plan. The Communications Plan shall document procedures for effective communication, coordination, and dissemination of project information among project team members, stakeholders, and others who may have a specific need for program/project related information or data. The Communications Plan will be revised and amended as needed throughout the life of the program to ensure that content is relevant to address all project management issues. The GSA PM (COR) will delegate ownership and maintenance of the communications plan to the CMa upon execution of that contract. It is the responsibility of all contracted parties to provide information as requested to ensure this plan is up-to-date.

Special Notifications Communications Plan

A critical component of the Communications Plan is enhanced or special communications required for specific exposures or disruptions to the project site occupants, public, and contractor staff working on the project during the construction phase. A special effort must be made to communicate effectively to all stakeholders during this period of work to facilitate understanding of all actions being taken on-site during this work effort.

As part of the development of Division One Contract Documents, plans need to be developed by the AE in conjunction with GSA management, and others as appropriate to meet all required GSA, OSHA and EPA requirements. A narrative plan addressing notification, scheduling, security impact, signage and other pertinent information that is relevant and may impact day-to day on site operations is to be developed for each of the following anticipated project issues;

· Utility Disruptions

· Area Closures around the Building

· Alternate Building Access – Alternate Corridor Access

· Material Deliveries

· Schedule Coordination

· Encountering and Remediating Hazardous Materials

· Hot Work

Team Directory & Contact Information

The Team Directory provides a list of key contacts for each of the parties shown on the team organization chart and provides names, addresses, phone numbers, email, and other pertinent information to facilitate project communications between team members. The team director can be found in the Appendix.

Correspondence

The vast majority of formal correspondence on this project will be conducted via email, tele-conference meetings with typed minutes, face-to-face meetings with typed minutes, and meetings utilizing Video Tele-Conference (VTC) and Tele-Presence. The VTC and Tele-Presence meetings shall be documented through typed meeting minutes.

Other communication methods are anticipated and encouraged however will remain informal without written or documented follow-up.

Document Control System

For the GSA and parties contracted by GSA, the primary document control system for this project is the PMIS.

Due to ePM’s difficulty to generate and properly distribute information to wider audiences, ePM shall be used to store important, formal project documentation including but not limited to executed contracts, financial expenditures, RWA’s, design documents, design decisions, RFI’s, meeting minutes, submittals, modifications, field observation reports, test reports, commissioning reports, punch list, certificates of occupancy, warranty, letters, memos, etc.

All files shall start with the year, month, day, document title (i.e. 2020-02-28 100% Construction Documents)

A filing plan for storing information on this site will be developed once the CMa is under contract and will be reflected in the Communication Plan.

The GSA project team will use the GSA Google Drive to store all generated project information.

Contractors can be provided access to the GSA Google Drive upon request.

The Project Team may determine another website/software which can transmit and track information for formal project communication (ie. Newforma, etc.). This must be agreed to by all parties and meet IT security requirements for Sensitive But Unclassified documents.

Project Meetings

The Project Communications Plan establishes requirements for documenting project meetings, including establishing agendas, distributing meeting minutes, assigning action items to each team member (with required action completion dates), and monitoring the compliance and completion of assigned responsibilities.

The Project Communications Plan will document all standing meetings within the project team and with stakeholders regarding project progress, key issues and actions, project milestones and schedule status, and cost status during each phase of the program. Regularly scheduled meetings will be defined and dates and times established acceptable to all participants. This includes design coordination meetings, monthly GC progress meetings on cost and schedule, weekly construction team meetings, and quarterly meetings to assess the effectiveness of project communications.

All meetings shall have meeting minutes generated and distributed as stated in each of the following specific meeting descriptions. Meeting minutes shall contain meeting location, date, purpose, participant list, a concise overview of discussions held during the meeting, decisions agreed upon with the basis for the decision, and tabled or pending issues. The minutes shall outline action items, with names or responsible parties and deadline dates.

This list does not reflect all meetings necessary to deliver this project.

V.1.1. GSA Coordination Meetings

V.1.2. Stakeholder Coordination Meetings

V.1.3. Program Review/Development Meetings

V.1.4. Design Progress Meetings

V.1.5. Stakeholder Design Coordination Meetings

V.1.6. BIM Integrated Design Reviews

V.1.7. Focus Meetings

· SME Reviews

· Central Office Reviews

· System Analysis & Life Cycle Cost Reviews

· Change Management Meetings

· Energy & Sustainability

· LEED

· Potential Change Orders (PCO)

· Art-in-Architecture Integration Meetings (outside of stipulated AiA meetings in SOW)

· Design Excellence Coordination Meetings (outside of stipulated DE meetings in SOW)

· Schedule Review Meetings

· Cost /Budget Control Meetings

· Close-Out Preparation Meetings

· Close-Out Document Review Meetings

· Post contract close out meetings

· Tenant Coordination Meetings

· Safety Meetings

· Method of Procedure (MOP) meetings

· IT Coordination meetings

V.1.8. DB Pre-Proposal Meeting

V.1.9. Pre-Construction Meeting

V.1.10. Construction Coordination Meetings (OAC Meeting)

V.1.11. BIM Kick-Off Meeting

V.1.12. PMIS Training (Refer to Div. 1 for full description)

V.1.13. Partnering Sessions (Refer to Div. 1 for full description)

Contractor’s Schedule The schedule shall be submitted formally for review to establish the baseline schedule via email. Once the baseline schedule is agreed upon, the formal baseline schedule will be uploaded to PMIS. Cost loaded schedule updates shall be provided at each pay application.

Design Review Procedure

A. The DB transmits submission to the printer with a distribution list. Distribution list for design submittals is included in the appendices following the Communications Plan.

B. Receipt of the submission is the start of the design review process for the design reviewers.

C. GSA PM distributes comment collection log to reviewers—transmittal includes comments due date and instructions. The comments are due back to GSA PM 2 days before the due date to the AE team. This will allow GSA time to compile and format the report.

D. A BIM Integrated Design Review is scheduled within one week of the transmittal with stakeholders and reviewers

E. Reviewers return comments to GSA PM on or before the internal comments due date.

F. GSA PM will transmit the current, formatted and compiled log to the GSA management team and the AE team on or before the comments due date.

G. Ideally, the DB is to return responses to design review comments within 1 to 2 weeks. The comment responses must be transmitted in advance of the next official design submission.

H. GSA archives the updated log (compiled comments and DB responses). This will be used to collect comments and back-check previous comments in the next submission.

Media Communications

The protocols for release of information regarding the project/program to the general public and media has been developed in accordance with GSA regulations and guidance to suit the needs of the BLM COSO Consolidation Project.

Team members shall not release information to the media without review and written approval of the GSA Contracting Officer and GSA Public Relations Manager. E-mail transmission from the GSA CO will suffice as written approval. All requests, from the media or other entities for information about the project shall be directed to the GSA CO.

VI. DISTRIBUTION

The Project Communications Plan documents specific procedures for distribution of project information. It will incorporate standards for communication and reporting at each level of the management team and between various functional groups. Standards for communication to be addressed will include project memoranda, letters, project web-site, e-mail, formal notices and reports. The Project Communications Plan will also establish clear protocols as to individual responsibility and authority for contact and communication between the various internal team members, as well as parties outside of the team. These protocols will be aimed at streamlining the communications process and establishing a clear understanding of the lines of authority within the management team. It will establish a standard distribution for the various project documents based on a "need-to-know" basis.

Communication to the GSA Project Team

VI.1.1. Contract Concerns

Correspondence within this subject which includes payments, modifications, direct contract concerns, etc shall be addressed to GSA as follows:

To: GSA CO cc: CS, PM COR

VI.1.2. Design & Construction Technical Issues

Correspondence within this subject which includes scope clarification, performance, quality, design, construction, cost analysis, submittals, reviews, etc. shall be addressed to GSA as follows:

To: GSA PM COR cc: Architect, CMa

VI.1.3. Tenant and Community Communications

Correspondence within this subject which includes notifications of service interruptions, changes to site or building access, concerns related to the client agency, community interaction, etc. shall be addressed to GSA as follows:

To: GSA Property Manager or RAM cc: GSA PM COR

GSA Central Office Reporting The GSA PM will be the primary team member to prepare and submit reports in accordance with GSA Central Office reporting requirements. The DB, CMa, or CxP may be required to provide input and in some cases report information on GSA provided online tools such as gBuild, PMIS, or any others identified by GSA Central Office through the course of this project.

Meeting Minutes The responsible party prepares agendas and meeting minutes. Distribution will occur via email. All attendees will be included in the email distribution.

Design Review Comment Log GSA PM will be the point person to collect GSA and government team comments and transmit them to the CMa several days before the comment due date. The CMa shall be responsible to compile comments and make the official posting of the comment log to PMIS. DB responsible to make the official posting of the responses to comments to PMIS. GSA will provide the naming convention for the file. As a rule, all files shall begin with the year-month-day.

Construction Submittals All construction submittals shall courtesy copy the CMa and GSA through the agreed upon platform (PMIS). All submittals requiring GSA input shall be submitted to the CMa. The CMa will issue the GSA response back through the agreed upon platform.

Field Observations & Progress Reporting As determined in the specifications. The CMa and GSA COR PM must be copied at a minimum on all of this type of correspondence.

Testing As determined in the specifications. The CMa and GSA COR PM must be copied at a minimum on all of this type of correspondence.

Safety The responsibility for safety is the DB. The DB shall report any safety violations or incidents to the GSA immediately. All other parties who notice unsafe work should report directly to the DB or and notify GSA.

Labor Standard Compliance Labor standards reporting includes Payroll information that the DB will submit with pay applications and spot-check interviews that CMa will include reports.

VII. TEAM COMMUNICATION

Timely and informed communication between the GSA , DB, CMa, CxP and sub consultants is key to the success of the entire team. Communications will be transmitted concurrently to all appropriate team members, and will be supported by software to log, track, and file documents. Regular, face-to-face discussions will facilitate decision- making. Communication will take many forms, including, but not limited to, the following:

· Verbal Discussion/Decisions in Meetings

· Special Topic Focus Meetings

· Written Meeting Minutes

· Telephone Conversations

· Memoranda

· Letters or Correspondence

· Special Reports or Findings

· Contract Documents (Drawings & Specifications)

· Electronic Mail Messages (email)

· Electronic Correspondence (file attachments, letters, etc.)

· External Party Correspondence

Verbal Communication Verbal communication among team members provides an opportunity to build trust and cooperation. It also allows for better understanding of goals, priorities and objectives to be clearly expressed. The pitfalls of written communication can often be avoided through face-to-face or voice-to-voice interactions. While verbal communication is encouraged among members of the project team caution should be taken to ensure the proper lines of communication are respected as shown on the attached organization structure. Caution should also be taken to ensure that communications shall be documented in writing as appropriate.

Written Communication For legal, liability and contractual protection of all parties, all contract related issues and critical information must be relayed in writing. All verbal conversations deemed to be contractual and/or critical must be followed with written confirmation.

Communication Path Communications should follow the tiers identified on the organization chart. That doesn’t exclude copying other interested or affected parties on communications but it must be emphasized that every team member is expected to respect and follow the appropriate communication lines.

VIII. PROJECT REPORTING

Monthly Progress

Monthly Reports shall be submitted at the time of the monthly payment application.

VIII.1.1. DB Monthly Progress Report

The DB shall prepare a monthly report which includes but is not limited to:

· Project Overview

· Administrative Overview

· Project Directory (include changes)

· Project Description

· Schedule Position

· Construction Update

· Notes

· Project Schedule

· Monthly Progress

· Report Narrative

· Schedule Plot Summary & Detailed

· Critical Path

· Near Critical Path

· Not Accomplished

· Planned Start Activities

· Not Accomplished Planned Finish Activities

· Monthly Cost Review Worksheet Summary & Detailed

· Cumulative Cost Curve

· Cost Spreadsheet Summary & Detailed

· Activities Started This Period

· Activities Finished This Period

· Activities Projected to Finish Next Period

· Schedule Report

· Activity Notebook Report

· Claim Digger Report

· Approved Payment Application

· Compiled Daily Reports

· Summarized Monthly Report (Executive Summary)

· Updated Submittal Log All contracted team members will provide written monthly progress reports for each stage that describes the status of the design, construction, schedule performance and contract financial information, including costs incurred and Change Order status. This will include reporting on all tenant improvement costs and any approved tenant changes.

Upon receipt of these documents either the CMa shall bind all documents into a single file with a table of contents and upload to PMIS and print for hard copy file.

IX. COMMUNICATION STRATEGIES FOR INTERNAL & EXTERNAL STAKEHOLDERS

Audience: Office of the Regional Administrator Interest: The Regional Administrator (RA) will be overall responsible for ensuring that GSA is providing the best possible products and services for the client and the American taxpayer. Timely and accurate information will aid in the decision making process.

Tactic 1: Provide FAQ sheets for meetings as appropriate.

When: As requested or scheduled by the Regional Administrator Responsible: Regional Commissioner (RC), Design & Construction Director, project manager (PM)

Audience: Regional Commissioner, Regional Sr. Leadership, Central Office Leadership Interest: The Regional Commissioner (RC) is responsible for ensuring the performance of PBS associates and project teams. Timely and accurate information will aid in the decision making process and will allow RC and Management to interact with high-level officials as necessary.

Tactic 1: Create and distribute GSA internal document/bulletin highlighting project status and accomplishments. The PM will report to their direct supervisor as well as business center manager. This information will then be forwarded to the Design and Construction Director for reporting to the regional management.

When: As requested Responsible: PM

Tactic 2: FAQ sheets for regional project update meetings or presentations to upper management.

When: Regional Commissioner’s Design Concept Presentation and as requested.

Responsible: PM & D&C Director

Tactic 3: If an issue arises on one of the Capital projects within a region, a briefing to the regional management, especially the RC should occur re: risk mitigation. The PM is a key member of this discussion as they have first-hand knowledge of the players, issues, and risks.

Responsible: PM, D&C Director

Audience: GSA Core Project Team Interest: Project team members may be involved in different ways in various stages of design and construction. Team members who have an important role in the design process and are engaged in project decisions. Peripheral team members may be added to distribution lists to engage their interest and facilitate later involvement.

Tactic 1: Weekly team meetings to communicate status of progress, discuss project issues, and to share information and schedule to date.