CM Services_RFP_2023-12-13 CPFMD release.pdf

a0SOLICITATION, OFFER, AND AWARD DC Courts Construction Management (CMa) and

Quality Assurance Services

Page of Pages

1 113

2. Reference Number

3. Solicitation Number

DCSC-24-RFP-0170

4. Type of Solicitation

Sealed Bid (IFB)

Sealed Proposals (RFP)

5. Date Issued

01/17/2024

6. Type of Market

Open

Set Aside

7. Issued By

District of Columbia Courts

Capital Project Facilities Management Division

700 6th Street, NW (12th Floor)

Washington, DC. 20001

8. Address Offer to:

District of Columbia Courts

Administrative Services Division

Procurement and Contracts Branch

700 6th Street, NW (12th Floor)

Washington, D.C. 20001

ATTN: Maria Rivera

NOTE: In the sealed bid, solicitations “offer” or “Contractor” means “bid or “bidder.”

SOLICITATION

9. THE DISTRICT OF COLUMBIA COURTS REQUIRES PERFORMANCE OF THE WORKS DESCRIBED IN THESE DOCUMENTS (Title, date)

A Pre-Proposal Conference will be held on Wednesday, January 24, 2024, Promptly @ 1:00 PM -2:00 PM local time.

Offerors shall provide the following information no later than Monday, January 22, 2024, by 5:00 PM Local time, for all participants to (e-mail):

Maria.rivera@dccsystems.gov

a) Full name of the attendee

b) Name of the company the attendee is affiliated with

c) and email address

10. The Contracting Officer shall issue the Notice to Proceed no later than 30 calendar days after contract award.

11. N/A

12. ADDITIONAL SOLICITATION REQUIREMENTS:

• Sealed offers in original and __5__ copies to perform the w ork required are due at the place specified in Item 8 by March 15, 2024, at 12:00 PM (date).

• Proposals shall be submitted in two parts, titled "Technical Proposal" and "Price Proposal."

• A separate electronic copy (USB Drive) of the entire proposal should accompany the package.

• Sealed envelopes shall be marked to show the offeror's name and address, the solicitation number, and the date and time offers are due.

• All offers are subject to the (1) work requirements, and (2) other provisions and clauses incorporated in the solicitation in full text or by reference.

CAUTION: See Section L for Proposal submission date and time, and late submissions, late modification, withdrawal or modification of proposals and late proposals. All offers are subject to all terms & conditions contained in the solicitation

13. For Information

Contact

A. Name B. Telephone C. E-mail Address

(Area Code)

(703)

(Number)

9011547

(Ext)

Maria.rivera@dccsystems.gov

14. Table of Contents

(X) Section Description Page No. (X) Section Description Page No.

PART I – THE SCHEDULE PART II – CONTRACT CLAUSES

X A Solicitation/Contract Form 1 X I Contract Clauses 78

X B Supplies or Services and Price/Cost 2 PART III – LIST OF DOCUMENTS, EXHIBITS AND OTHER ATTACHMENTS

X C Specifications/Work Statement 5 X J List of Attachments 91

X D Packaging and Marking 33 PART IV – REPRESENTATIONS AND INSTRUCTIONS

X F Deliveries or Performance 36 X K Representations, certifications, and other statements to Contractors 93

X G Contract Administration Data 64 X L Instructions, conditions & notices to Contractors 96

X H Special Contract Requirements 70 X M Evaluation factors for award 111

15.

All written communications regarding this solicitation should be addressed to the Contract Specialist, Maria Rivera, at the mailing address listed on page 1.

PART I-The Schedule

SECTION B – SUPPLIES OR SERVICES AND PRICE/COST

B.1 PROCUREMENT OBJECTIVES

Procure a CMa interested in developing a successful partnership with the DC Courts to formulate, establish, and fully mature a Project Management Office (PMO) within the

CPFMD that (1) will improve project delivery performance and (2) enable the delivery all capital and facility projects (on an annual and long-term basis) within cost, scope, on schedule, and to acceptable levels of quality, safety and performance.

B.2 CONTRACT TYPE

The Courts contemplate the award of a Cost-Plus-Fixed-Fee (CPFF) contract resulting from this solicitation. Award will be made using Trade-Off Source Selection process

(Best Value).

For the consideration set forth below, the Contractor shall provide the deliverables or outputs described in Section F in accordance with the performance standards specified in

Section F based on the Description/Specifications/Work Statement found in Section C of this solicitation document.

B.2.1. Contract Term. The term of the contract will be for five (5) years total, with two (2) base years from date of award and three (1 year) option years after the base years. The date of award shall be the date the Contracting Officer signs the contract document.

B.2.2. Contract Award. Competitive award, Single contract.

The Pre-Proposal Briefing (On-site Meeting) will be held on January 24, 2024, at 1:00

PM at:

District of Columbia Courts

Moultrie Court House (500 Indiana Av)

4th Floor-Training Room 4640

Offerors shall provide the following information no later than January 22 , 2023:

a) Full name of attendee

b) Name of the Company affiliated with

B.3 SERVICES

The District of Columbia Courts (the DC Courts) are seeking a qualified Contractor to provide agency Construction Management (CMa) services, inclusive of owner agent as well as project management and quality assurance/quality control services (QA/QC) to ensure the delivery all capital and facility projects (on an annual and long-term basis) within cost, scope, on schedule, and to acceptable levels of quality, safety and performance.

The Contractor shall be one interested in a partnering type of relationship to formulate, establish and mature a PMO, and shall be interested in becoming an integrated part of the existing Capital Projects and Facilities Management Division (CPFMD) of DC Courts.

The Contractor shall provide both CMa and QA/QC services that support the overarching program management structure that exists in the Courts’ Capital Projects and Facilities

Management Division (CPFMD). In performing these services, the contractor will be expected to partner with court staff, as well as with other contractors and vendors in the administration of capital and maintenance projects that will enhance the development and resulting operations of the Project Management Office (PMO) as part of this program.

The incumbent contractor shall report to the Contracting Officer’s Representative

(COTR), who will manage and coordinate the services provided by the contractor to ensure the timely receipt of contract deliverables.

B.4 ESTIMATED COST, FIXED FEE, AND OBLIGATED AMOUNT

The Offeror shall submit a price schedule, for a base period of two (2) years and for each of the three (1 year) option years, for the services specified and in accordance with

Section C, Description/Specifications/Work Statement, of this Request for Proposal

(RFP). Please refer to (Attachment J.10 Contractors Price Schedule and J.10A

Pricing Breakdown Sheet) to be used as the Price proposal format.

B.4.1 Budget

Cost Element:

Base

Period

(2 Years)

Option

Period(1)

Option

Period (2)

Option

Period (3)

Labor (Salary + Fringe) $ $ $ $

Subcontractors/Consultants

Other Direct Costs

Indirect Costs

Sub Total

Fixed Fee

Total Estimate Cost plus

Fee

B.4.2 Indirect Costs

For the Prime Contractor: Indirect cost rates, allowable indirect costs shall be reimbursed on the basis of the proposed rates to be negotiated at the time of the award:

Description Base Contract

Rate %

Option Year 1

Rate %

Option Year 2

Rate %

Option Year 3

Rate %

Indirect

Fringe Benefits

Fee

B.4.3 Cost Reimbursable

The costs allowable shall be limited to reasonable, allocable, and necessary costs determined in accordance with:

(1) For the purpose of reimbursing allowable costs, the term “costs” includes only—

(i) Those recorded costs that, at the time of the request for reimbursement, the Contractor has paid by cash, check, or other form of actual payment for items or services purchased directly for the contract.

(ii) When the Contractor is not delinquent in paying costs of contract performance in the ordinary course of business, costs incurred, but not necessarily paid, for:

(A) Supplies and services purchased directly for the contract and associated financing payments to subcontractors, provided payments determined due will be made:

(1) In accordance with the terms and conditions of a subcontract or invoice;

and

(2) Ordinarily within thirty (30) calendar days of the submission of the

Contractor’s payment request to the Courts.

(B) Direct labor.

(C) Other direct in-house costs; and

(D) Properly allocable and allowable indirect costs, as shown in the proposal records;

and

(iii) The amount of financing payments that have been paid by cash, check, or other forms of payment to subcontractors.

B.4.3.1 Payment of Fixed Fee

Payment of fixed fee may be made upon receipt of a proper invoice. Fixed Fee, shall be allocated based upon the proportion of the labor provided over the period covered by the invoice. In the event the Contractor does not provide the total Level of Effort stipulated in the contract budget, the total amount of fixed fee will be reduced in similar proportion.

[END OF SECTION B]

SECTION C – PERFORMANCE WORK STATEMENT (PWS)

C.1 OWNER’S MISSION/BACKGROUND

C.1.1 District of Columbia Courts (DC Courts)

The Courts is comprised of the DC Court of Appeals, the DC Superior Court, and the DC

Court System. https://www.dccourts.gov/

C.1.2 DC Court System

The DC Court System provides shared services to the DC Court of Appeals https://www.dccourts.gov/court-of-appeals and the DC Superior Court https://www.dccourts.gov/superior-court.

C.1.3 Capital Projects and Facilities Management Division (CPFMD)

The CPFMD is part of the DC Court System responsible for the (1) planning (to include scoping, budgeting and scheduling) and delivering all capital projects at DC Courts’ facilities, (2) planning and delivery of all projects required to maintain the Courts’ facilities, and (3) planning and provision of services required to maintain the Courts’ facilities https://www.dccourts.gov/about/learn-more/capital-projects-and-facilities-management-division. Refer to Attachment J.20 (DC Courts Organizational

Chart/CPFMD Organizational Chart) for a view of the current DC Courts personnel in

CPFMD.

C.1.4 DC Courts’ Key Contractors and Vendors

CPFMD utilizes several contractors and vendors in the administration of capital and maintenance projects which the CMa would be required to coordinate with. These vendors include, but are not limited to:

• Program Management Services

• Commissioning (IDIQ)

• Signage

• Architectural Engineering and Planning (IDIQ)

• Furniture Vendors (IDIQ)

• Furniture Consultant

• Master Planning

• Budget Planning Consultant

• Security Vendor (IDIQ)

• 3rd Party Materials Testing

• 3rd Party Inspections (IDIQ) https://www.dccourts.gov/ https://www.dccourts.gov/court-of-appeals https://www.dccourts.gov/superior-court https://www.dccourts.gov/about/learn-more/capital-projects-and-facilities-management-division https://www.dccourts.gov/about/learn-more/capital-projects-and-facilities-management-division

C.2 PURPOSE OF SERVICES

These services are necessary to better ensure the Courts’ efforts to further develop and augment CPFMD’s Project Management Office (PMO), utilizing an Integrated Program

Team (IPT) approach. It is the Courts’ expectation that the PMO shall (1) consistently manage the delivery of all capital projects at DC Courts’ facilities and the delivery of all projects required to maintain all DC Courts’ existing facilities, within scope, budget and on time. The PMO shall also (2) provide project-level outputs to the Program

Management Office (PgMO) to support program-level functions and executive-level decisions.

Given the foregoing, the CMa will be expected to provide all services required for the

PMO to operate efficiently and independently iand that otherwise will enable its full integration into a PgMO that will be formulated and directed by a separate Program

Management team (PgM).

C.3 PERFORMANCE OBJECTIVES

The CMa will be expected to partner with the DC Courts to further develop and enhance its existing PMO, with the intent to provide the Courts with benefits that otherwise could not be achieved without a PMO and to meet the following objectives:

C.3.1 Improve the CPFMD’s overall project delivery performance.

The CMa shall provide all services that will better ensure that the PMO operates with the objective to improve the CPFMD’s overall performance to (1) plan, fund and execute the

DC Courts’ capital projects on time, within budget and within scope and (2) develop strategies that will improve project performance and resolve project-level issues that arise during construction to prevent cost overruns and schedule delays, and (3) promote an integrated team approach from inception and planning of the CPFMD’s projects to managing and controlling individual project scopes, schedules, budgets, quality and safety, and (4) manage the Courts’ facility projects and activities in a manner that supports optimal performance of all judicial operations and activities.

C.3.2 Establish a PMO as center for project management excellence.

The CMa shall provide and formalize all industry-standard guidance, standardized approaches, tools, templates, examples of good practices, training, and coaching that betterensures consistency in how all capital and facility projects across the program are delivered by the PMO and facilitates decisions that transcend individual project success to support program-level functions and executive-level decisions.

The CMa will be expected to devise a robust plan and develop related processes that provides for resource allocation and capacity management to ensure that adequate resources (with sufficient experience and expertise with all project delivery types) are in place for timely completion of tasks as workload increases or decreases.

C.3.3 Facilitate and improve PMO engagement with all internal and external stakeholders.

The CMa shall provide all services and coordination necessary that will best ensure that the PMO operates with the objective to facilitate and improve the PMO engagement with all stakeholders essential to successful project delivery—to include those internal to the

DC Courts organization, external judicial partners, external regulatory agencies.

C.3.4 Meet the D.C. Courts’ strategic goals.

. The CMa shall provide all services necessary to support the Courts’ goal to ensure that itsPMO operates with the objective to meet the Courts’ strategic goals as identified DC

Courts’ Strategic Plan 2018-2022 https://www.dccourts.gov/press-releases/dc-courts-announce-new-5-year-strategic-plan, and all subsequent versions of the plan during the contractor’s period of performance.

C.3.5 Meet the D.C. Courts’ financial goals.

The CMa shall provide all services necessary to formulate a PMO operating with the objective to meet the Courts’ annual and long-term financial goals.

Essential to meeting this objective is ensuring that projects are consistently tracked against the funds appropriated (per the DC Courts’ annual Capital Budget and annual fiscal obligation plans) to ensure that all project are being managed within their respective budgets.

C.4 PLACE OF PERFORMANCE: OVERVIEW OF SITE & FACILITIES

C.4.1 The Judiciary Square Campus and Facilities

The Courts’ functions and personnel are housed primarily in the Judiciary Square neighborhood of the District of Columbia. The Courts currently maintain 1.5 million gross square feet (GSF) of space within seven (7) District-owned buildings in Judiciary

Square and maintain the grounds surrounding those buildings. Refer to the chart below and Attachment J.12 (District of Columbia Courts Facilities Master Plan 2019) for an overview of the facilities at DC Courts’ Judiciary Square campus.

Currently, the Courts temporarily house personnel in one (1) leased building near

Judiciary Square, at 700 Sixth St. NW, where the Budget and Finance Division, Administrative Services Division, and Capital Projects and Facilities Management

Division are co-located. The Courts could potentially relocate staff from this space into a temporary swing space until the modernization of space for these divisions at Building B is complete in 2025.

https://www.dccourts.gov/press-releases/dc-courts-announce-new-5-year-strategic-plan https://www.dccourts.gov/press-releases/dc-courts-announce-new-5-year-strategic-plan

C.4.2 DC Superior Court

The Superior Court of the District of Columbia and its many supporting functions are housed in the H. Carl Moultrie Courthouse. The eight (8)-story building is the DC Court’s largest facility comprising 1,502,150 occupiable square feet, containing over 90 courtrooms and hearing rooms, and is the focus of most court activities. It is an eight (8)-story building with a full level of parking below. The H. Carl Moultrie Courthouse is south of Indiana Avenue opposite the DC Court of Appeals.

C.4.3 Offsite Facilities

The Courts lease seven (7) satellite offices throughout the District of Columbia, as well as one (1) warehouse in Cheverly, Maryland, and one (1) disaster recovery (DR) site located in Germantown, Maryland where alterations and improvements are made by the

Courts prior to or during occupation of the leased building.

C.5 OPERATING CONSTRAINTS/CONDITIONS

The Courts currently procure CMa and QA services under separate contracts. This solicitation combines these services under one CMa contract. Therefore, the Contractor will be responsible to provide critical services that will support the Courts’ efforts to develop a fully integrated and efficient PMO, while simultaneously facilitating delivery of the on-going project work.

C.6 CURRENT DC COURTS MAJOR PROGRAM INITIATIVES

Over the next five (5) years, the Courts has four (4) major initiatives that will be on-going and are planned that requires the DC Courts to have a CMa in place, who has experience providing integrated services for interrelated projects, over multiple sites, varying in scale, delivery type and complexity. It is the expectation of the DC Courts that the CMa will fully integrate with DC Courts’ personnel, the PgMO, and all of the DC Courts’ contractors and vendors required to complete the following program initiatives detailed below. The description of initiatives is not meant to serve as the total scope of projects or

Facility Type Building Address (Judiciary Square Campus) Area (Gross

Square

Feet/GSF)

Court/Office Building 500 Indiana Ave NW (H. Carl Moultrie Courthouse) 909,400

Court/Office Building & Parking Lot 515 5th St NW (Building A) 123,900

Court/Office Building & Parking Lot 510 4th St NW (Building B) 122,500

Court/Office Building 410 E St NW (Building C) 54,000

Court/Office Building 430 E St NW (Building D/Historic Courthouse) 146,550

Parking Garage 449 5th St NW (Garage) 101,200

Court/Office Building 515 D St NW (Recorder of Deeds (RoD) 4

Total Square Footage 1,502,150

GSF

work, but rather to give the contractor an idea of the type of work that the it will be expected to perform immediately upon award of a contract resulting from this RFP.

The DC Courts manages a $40 - $50 million annual capital budget for the execution capital projects to modernize, renovate, improve, and expand DC Courts’ existing facilities and a $2 – 3 million annual budget to maintain the infrastructure in DC Courts existing facilities. The CMa shall provide personnel to appropriate levels depending on capital and operating funding received in future years and provide personnel, who are experienced and flexible enough (“dual hat”) to fill more than one position (and are otherwise capable of performing multiple functions to the maximum extent possible) should capital and operating funding received from the Office of Management and

Budget (OMB) be minimal. Section F identifies key personnel who the DC Courts anticipate may be required to “dual hat” or fill more than one (1) position and personnel who may be engaged on an “as needed" basis.

Below are the four (4) major initiatives, not in any priority order:

C.6.1.1 Relocation of DC Courts personnel from leased space at 700 6th Street to DC Courts facility in Judiciary Square. Project Name: Migration from Gallery Place, Contract

Delivery Method: Progressive Design Build (P-D-B) underway.

C.6.1.1.2 This project is currently in the beginning stages of construction and includes modernization 1.5 floors of Building B at 510 4th Street—(1.5 floors, approximately

41,000 GSF). The type of space being modernized consists of standard office space.

C.6.1.1.3 The project also includes minor renovations of office space in Building A at 515 5th

Street (approximately 3,500 GSF). The type of space being modernized consists of standard office space.

C.6.1.2 Complete systematic multi-year renovation of 60+ courtroom sets (courtrooms, jury rooms and witness rooms) and chambers primarily in the H. Carl Moultrie at

500 Indiana Avenue NW (P-D-B or Design-Build delivery type anticipated).

C.6.1.2.1 Successful completion of this initiative will require that the CMa support the PgMO to update the Attachment J.13, J.13A, J.13B (DC Courts Design Standards) to incorporate the latest/contemporary courtroom design trends and courtroom technologies sufficient to meet “DC Courts Strategic Plan 2018-2022 Goal IV: Resilient and

Responsive Technology” (Attachment J.14).

C.6.1.2.2 Successful completion of this initiative will require the CMa have expertise related to current innovative courtroom Information Technology (IT), Audio Visual (AV) and security technologies and post-pandemic industry trends.

C.6.1.3 Restoration of the Historic Recorder of Deeds Building at 515 D Street NW

(Design-Build delivery underway).

C.6.1.3.1 This project is currently in the pre-design phase. The award of a design-build contract is anticipated in the summer of 2024.

C.6.1.3.2 Successful completion of this initiative will require that the CMa team have expertise, experience, and all tools necessary to successfully managing design-build projects.

C.6.1 4 Planning and completion of operation and maintenance facility projects using an average of $1.5 - $2 million in operating funds annually (delivery type anticipated

Design -Bid-Build).

C.7 REQUIRED SERVICES

Agency Construction Management (CMa) Services

CMa services shall be performed in full partnership with the DC Courts and the PgMO and shall be complimentary to programmatic and policy-level services performed by the

PgMO. CMa services shall be more heavily focused on ensuring feasibility, constructability, and administering contracts to ensure the successful delivery of construction projects program-wide within scope, cost, schedule and of an acceptable level of quality and safety. The CMa shall provide services to manage all projects program-wide (regardless of the project delivery method), throughout all project phases—initiation, planning, procurement, design, permitting, construction, Furniture, Fixtures and Equipment (FF&E) installation, tenant move-in (TMI), close out and transition to operations and maintenance (O&M)—ending only after occupancy has occurred, a project has been successfully transitioned to the DC Courts’ O&M team and the one (1) year warranty period has expired. It is also the DC Courts’ expectation that

CMa services provided shall be fully integrated and coordinated program-wide to ensure that all individual, interrelated projects, over multiple sites, varying in scale and complexity, are managed in a systematic and consistent way for maximum time and cost efficiency.

C.7.1 Owner Agency Services

Owner agency services are inherent to CMa services in that every member of the CMa team shall serve as an agent of the owner—ultimately and exclusively responsible to the owner—and perform all services in the owner’s best interest. Owner agency services required include, but are not limited to, the provision of the following services in support of meeting the performance objectives:

A. Owner occupant (tenant) outreach, reporting and coordination;

B. Program and project regulatory agencies outreach, reporting and coordination;

C. Outside-agency stakeholder outreach, reporting and coordination;

D. Community outreach, reporting and coordination;

E. Requirements definition and documentation for owner occupants, regulatory;

agency or outside agency stakeholders;

C.7.2 Integrated Project Team (IPT) Approach. IPT is defined as a multidisciplinary team lead by a program manager (PgM) responsible and accountable for planning, budgeting, procurement, and life cycle management of the project to achieve its cost, schedule, and performance goals. Team skills include budgetary, financial, capital planning, procurement, user, program, earned value management, and other staff as appropriate.

As IPTs have become the standard for many federal government program and project environments, it is the DC Courts expectation that the CMa perform utilizing an IPT approach and integrate with the PgMO, DC Courts personnel, and DC Courts vendors and suppliers to facilitate a fully integrated collaborative team defined as follows:

• A single team focused on a common set of goals and objectives delivering benefit for

DC Courts.

• A team so seamless, that it appears to operate as if it were a company in its own right

(functional roles are executed regardless of title).

• A team, with no apparent boundaries, in which all the members have the same opportunity to contribute and all the skills and capabilities can be utilized to maximum effect.

The expected result is that the CMa will facilitate interaction with and participation by all team members throughout the project life-cycle, thereby enabling high-quality project delivery.

The Contractor shall ensure that all CMaPs, PMPs, and any other management plans proposed or utilized by the CMa are fully integrated and aligned with the accepted PgMP and that all DC Courts personnel, contractor personnel and vendor efforts, plans and activities are fully coordinated during the life cycle of every project to ensure high-quality project delivery.

C.7.2.1 CMa Team Organizational Chart. Per Section L.22.3 (Tab C), the CMa shall submit a proposed organizational chart as part of the technical proposal to be evaluated during the source selection process. Per CMAA CM Standards of Practice, 2021 summarized in

Attachment J.21 (CMa Contract Requirements Matrix), within thirty (30) calendar days after contract award the Contractor selected shall submit a draft CMa Team

Organizational Chart that additionally includes the integrated context and relevant relationships to all DC Courts personnel, other contractors, and vendors/suppliers.

Thereafter, a final CMa Team Organizational Chart within ninety (90) days after contract award, and an updated version quarterly. The intent is for the CMa to become acquainted and immersed with the existing DC Courts team quickly upon arrival onsite, then update and adjust the organizational chart as necessary to integrate and benefit the DC Courts as the CMa becomes more acquainted with all DC Courts team members and more actively engaged with ongoing projects.

It is expected that the initial organizational charts will include members of the

Contractor’s CMa team and the DC Courts team, then as the PMO is defined and matured, it becomes the basis for developing a PMO organizational chart. At a minimum, updated versions shall be provided to the Courts quarterly and shall include all personnel or position changes or additions.

C.7.3 Project Delivery Methods. The DC Courts delivers construction projects via two primary methods as defined in CMAA CM Standards of Practice, 2021—traditional or design-bid-build (D-B-B) method and design-build (D-B) method. The DC Courts has historically utilized the D-B-B approach to deliver projects on a strictly linear timeline, however in recent years project budgets have necessitated the use of a D-B approach, and that will continue into the foreseeable future. Project funding and limitations of performing construction projects in occupied facilities also often necessitates phased construction.

C.7.4 CMa’s Role in Delivery Methods. In both delivery methods (and any other the DC

Courts may choose to utilize) the CMa shall serve as the DC Courts’ or Owner’s principal agent and perform tasks throughout all the phases of project implementation— from initiation, procurement and pre-design to occupancy. The DC Courts will have a

PgM team in place upon the award of the CMa contract, however the CMa will be solely responsible for delivery for all construction projects at DC Courts facilities and the formulation of a PMO. The Contractor shall assume that the majority of DC Courts’ projects will be delivered via the D-B method and that the DC Courts will benefit from the allowance of fast-tracking.

The DC Courts’ recent transition to the utilization of a D-B approach means that a CMa team with expertise and experience developing and administering D-B contracts to deliver D-B projects and establish PMOs is imperative.

C.7.5 Industry Standards of Practice for Construction Management. The CMa shall employ a team of personnel with expertise capable of performing all services and delivering construction projects according to industry standards of practice as identified and documented by the Construction Management Association of America (CMAA).

C.7.5.1 The CMa shall continuously track updates to all applicable Industry Standards of Practice and adjust project documents and practices to ensure a PMO that is established and functioning according to the most recent industry practices.

C.7.5.2 The CMa shall ensure that the full suite of Industry Standards of Practice identified throughout this RFP (and all updates published during the contract period of performance) are made available to the CMa team in hard copy and electronic format.

CM Industry Standards of practice include, but are not limited to the following:

A. CMAA CM Standards of Practice, 2021

B. CMAA Related Guidelines:

i. CMAA Claims Management Guidelines

ii. CMAA Contract Administration Guidelines

iii. CMAA Cost Management Guidelines

iv. CMAA Project Closeout Guidelines

v. CMAA Quality Management Guidelines

vi. CMAA Risk Management Guidelines

vii. CMAA Sustainability Guidelines

viii. CMAA Time Management Guidelines

C.7.5.3 Refer to the CMAA CM Standards of Practice, 2021, for descriptions, abbreviations and definitions of all items appearing in this document.

C.7.5.4 The following sections are titled and organized to align with the CMAA CM Standards of Practice, 2021 as follows:

A. Project Management

B. Cost Management

C. Time Management

D. Quality Management

E. Contract Administration

F. Safety Management

G. Sustainability

H. Technology Management

I. Risk Management

J. Program Management

As specified in the CMAA CM Standards of Practice, 2021 and associated guidelines, the CMa shall provide services throughout all project phases—Pre-Design (includes project initiation and project planning), Design, Procurement, Construction, and Post-

Construction (includes Furniture, Fixtures and Equipment (FF&E) installation, tenant move-in (TMI), project close out, and project transition to operations and maintenance

(O&M) team)—for all project delivery types. The narrative provided in the individual sections are a companion to CMAA CM Standards of Practice, 2021 summarized in

Attachment J.21 (CMa Contract Requirements Matrix) where specific deliverables related to each area of management are identified.

C.7.6 CMa Plan (CMaP). Per Section L.22.3, the CMa shall submit an example or executed CMaP as part of the technical proposal to be evaluated during the source selection process. Per CMAA CM Standards of Practice, 2021 summarized in

Attachment J.21 (CMa Contract Requirements Matrix), within thirty (30) calendar days after contract award the Contractor selected shall submit a draft CMaP.

Thereafter, a final CMaP within ninety (90) days after contract award, and an updated version quarterly is required. The intent is for the CMa to become acquainted and immersed with the existing DC Courts team quickly upon arrival onsite, then update and adjust the CMaP as necessary to integrate and benefit the DC Courts as the CMa becomes more acquainted with all DC Courts team members and more actively engaged with ongoing projects.

It is assumed that the Contractor will be getting acquainted with the DC Courts team and will have a preliminary understanding of the context, therefore the CMaP elements are envisioned as a working document that will be developed and revised with DC

Courts’ input throughout the PMO definition phase, and then continuously updated as necessary throughout the PMO delivery and maturity phase.

The final version of the CMaP shall be fully coordinated with the PgMP (to be provided by the PgM team after contract award) that will clearly define (1) the vision, implementation strategy, scope, schedule and budget criteria for the program (2) the roles, responsibilities and authority of the program team (3) the policies, procedures and standards for the program and (4) address how the PgMP and CMaPs will be integrated program-wide.

The CMaP shall include the following, at a minimum:

A. The Contractor’s updated CM Organizational Chart w/CPFMD & DC Courts components as understood.

B. PMO Roadmap/anticipated PMO Maturity Model (Example, Attachment J.22) with schedule milestones for accomplishing all items and activities identified in the

PMO Maturity Model, CMA/PMO Activities Work Breakdown Structure (WBS) and the CMaP

C. All applicable plans (CMa Strategy Alignment Plan, CMa Benefits Management

Plan, CMa Stakeholder Engagement & Management Plan, CMa Governance Plan, CMa Change Management Plan, CMa Communications Management Plan, CMa

Financial Management Plan, CMa Information Management Plan, CMa

Procurement Management Plan, CMa Quality Assurance Management Plan, CMa

Integration Management Plan, CMa Resource Management Plan, CMa Risk

Management Plan, CMa Schedule Management Plan, CMa Safety Management

Plan, CMa Scope Management Plan.

D. A clearly defined vision, implementation strategy, scope, schedule and budget management criteria for high-quality project delivery.

E. How the Contractor’s formulation of an integrated PMO will provide the support, assurance and standardization required to improve project performance and resolve project-level issues.

F. Clearly identified roles, responsibilities, and authority of the CMa team and the unique experience, skillsets, approaches and tools they will bring to the PMO.

G. How the CMaP will be integrated with the PgMP and Project Management Plans

(PMPs) provided by the CMa, and other plans anticipated from other contractors and vendors required for project delivery.

H. The CMaP shall identify how projects and will be tracked, measured and reported to the DC Courts in a way that (1) illustrates overall project progress and health and (2) that the DC Courts’ financial and strategic objectives are both being met at the project level.

I. The CMaP shall also specify how, when, where and to whom reports will be delivered for review and acceptance or for information only (FIO).

J. The CMaP shall identify how the Contractor will manage updates to all contents of the CMaP after the first version is accepted by the DC Courts and ensure that updates are accessible to all relevant stakeholders program-wide.

K. The CMaP shall identify how CMa and PMO performance will be tracked, measured and reported to the DC Courts in a way that illustrates performance objectives are being met by the CMa and the PMO.

C.7.7 Project Management (PM) Services. PM services are inherent to CMa services in that the services provided by the CMa shall be sufficient to manage every aspect of each DC Courts capital and facility project from inception to completion to ensure the successful delivery of each project within scope, cost, schedule and of an acceptable level of quality, performance and safety. It is the Courts’ expectation that the CMa provide services throughout all project phases, beginning with project initiation and ending only when occupancy has occurred, a project has been successfully transitioned to the Courts’ O&M team and the one (1) year warranty period has expired.

It is also the Courts’ expectation that PM services provided shall be fully coordinated program-wide to ensure that all capital and facility projects are managed in a similar and consistent way program-wide for maximum time and cost efficiency. This will be essential to meeting the performance objectives per Section

C.3.

The CMa shall provide project management-related deliverables per CMAA CM

Standards of Practice, 2021 summarized in Attachment J.21 (CMa Contract

Requirements Matrix) and additional deliverables as the CMa deems necessary to justify that the contract performance objectives identified in Section C.3 are being met.

Without exception, the CMa shall provide all necessary project management expertise, services, and tools required to meet the contract performance objectives and provide all required project management deliverables.

C.7.7.1 Industry Standards of Practice for Project Management. CMa/PM are interchangeable. CMa shall perform PM services according to industry standards of practice as identified and documented by the Project Management Institute’s (PMI) suite of standards (including A Guide to the Project Management Body of

Knowledge PMBOK Guide, Seventh Edition and The Standard for Project

Management) and the CMAA CM Standards of Practice, 2021 and the most recent versions of the CMAA Project Closeout Guidelines.

C.7.7.2 Tools for Project Management

A. Owner-Initiated Tools. The Courts currently utilizes Procore as a Project

Management Information System (PMIS). The CMa shall continue use of the current tools, with the intent to improve upon the current partially developed processes and procedures utilized, to meet the performance objectives identified in Section C.3. It is the Courts’ expectation that the CMa/PMO will further develop required processes and procedures; manage all user activities required to efficiently utilize the project management tools; and provide all templates, examples of good practices, training and coaching required to institutionalize industry-standard project management approaches and practices.

B. CMa/PMO-Initiated Tools. Upon the initial assessment, understanding, use of all owner-initiated project management tools, the CMa shall provide (or facilitate the Courts’ procurement and provision) of all project management tools the CMa deems necessary to meet the performance objectives per

Section C.3 and provide the required project management-related deliverables per CMAA CM Standards of Practice, 2021 summarized in Attachment J.21

(CMa Contract Requirements Matrix) deliverables. Inability of the CMa to meet the performance objectives or provide deliverables shall not be dependent upon the Courts’ provision of any tools necessary for managing capital and facility projects.

C.7.8 Project Cost Management Services

Per the CMa/PMO’s approved cost management plan (in the CMaP and PMP), the CMa and PMO shall operate with the intent to ensure the DC Courts meet its financial goals by delivering all capital and facility projects within the budgeted project cost. As such, the CMa shall be responsible for overall cost management and provision of all cost-related services—to include logging, monitoring/tracking, reviewing and reporting of the project costs through an integrated and comprehensive cost management system—to ensure projects are completed within budget.

The CMa shall provide cost-related deliverables per CMAA CM Standards of

Practice, 2021 summarized in Attachment J.21 (CMa Contract Requirements

Matrix) and additional deliverables as the CMa deems necessary to justify that the

Courts’ financial goals are being met, and contract performance requirements identified in Section C.3 are being met.

C.7.8.1 Industry Standards of Practice for Cost Management. The CMa/PMO shall operate with the objective to increase overall project cost-efficiency by overseeing and enforcing/governing program-level standardization, ensuring that projects are managed in a similar, consistent way and estimating services are aligned with industry standards of practice and the most recent versions of the CMAA Cost

Management Guidelines and the CMAA Claims Management Guidelines.

The CMa/PMO shall provide standardized support (in the form of training, software, standardized policies and procedures, and templates) not only to the

CMa/PMO team, but to CPFMD personnel and other contractor personnel as necessary to meet the contract requirements and enforce execution of standard cost management methodologies program wide.

Without exception, the CMa/PMO shall provide all necessary cost management and provide all required cost-related deliverables.

C.7.8.2 Tools for Cost Management.

A. Owner-Initiated Tools. The Courts currently utilizes the following cost management tools: Procore and Oracle (government accessible only). The

CMa shall continue use of the current tools, with the intent to improve upon the current partially developed processes and procedures utilized, to meet the performance requirements identified in Section C.3. It is the Courts’ expectation that the CMa/PMO will further develop required processes and procedures; manage all user activities required to efficiently utilize the cost management tools; and provide all templates, examples of good practices, training and coaching required to institutionalize industry-standard cost management approaches and practices.

B. CMa/PMO-Initiated Tools. Upon the initial assessment, understanding, use of all owner-initiated cost management tools, the CMa shall provide (or facilitate the Courts’ procurement and provision) of all cost management tools the CMa deems necessary to meet the performance objectives per Section C.3 and provide the required cost-related deliverables per CMAA CM Standards of

Practice, 2021 summarized in Attachment J.21 (CMa Contract Requirements

Matrix) deliverables. Inability of the CMa to meet the performance objectives or provide cost-related deliverables shall not be dependent upon the

Courts’ provision of any tools necessary for managing cost.

C.7.9 Project Time/Schedule Management Services

Per the CMa/PMO’s approved time/schedule management plan (in the CMaP and

PMP), the CMa and PMO shall operate with the intent to ensure the DC Courts meet its financial goals by delivering all capital and facility projects according to the planned timeline. As such, the CMa shall be responsible for overall time/schedule management and provision of all schedule-related services—to include logging, monitoring/tracking, reviewing, and reporting of the project schedules through an integrated and comprehensive schedule management system—to ensure projects are completed within the planned timelines.

The CMa shall provide time/schedule-related deliverables per CMAA CM

Requirements Matrix) and additional deliverables as the CMa deems necessary to justify that the Courts’ time/schedule goals are being met, and contract performance requirements identified in Section C.3 are being met.

CMa/PMO team, but to CPFMD personnel and other contractor personnel as schedule management methodologies program wide.

Without exception, the CMa/PMO shall provide all necessary time/schedule management expertise, services, and tools required to meet the contract performance objectives and provide all required time/schedule-related deliverables.

C.7.9.1 Industry Standards of Practice for Time/Schedule Management. The

CMa/PMO shall operate with the objective to increase schedule-efficiency by overseeing and enforcing/governing project-level standardization, ensuring that project schedules are managed in a similar, consistent way and scheduling services are aligned with industry standards of practice and the most recent versions of the CMAA Time Management Guidelines. To meet the objective, the

CMa/PMO shall provide standardized support to CPFMD personnel and other contractor personnel in the form of training, software, standardized policies and procedures, and templates and enforce execution of standard methodology.

C.7.9.2 Tools for Time/Schedule Management.

A. Owner-Initiated Tools. The Courts currently utilizes the following time/schedule management tools: Procore, Manager+ , Microsoft Project. The

CMa shall continue use of the current tools, with the intent to improve upon the current partially developed processes and procedures utilized, to meet the performance requirements identified in Section C.3. It is the Courts’ expectation that the CMa/PMO will further develop required processes and procedures; manage all user activities required to efficiently utilize the time/schedule management tools; and provide all templates, examples of good practices, training and coaching required to institutionalize industry-standard time/schedule management approaches and practices.

B. CMa/PMO-Initiated Tools. Upon the initial assessment, understanding, use of all owner-initiated time/schedule management tools, the CMa shall provide

(or facilitate the Courts’ procurement and provision) of all time/schedule management tools the CMa deems necessary to meet the performance objectives per Section C.3 and provide the required time/schedule-related deliverables per CMAA CM Standards of Practice, 2021 summarized in

Attachment J.21 (CMa Contract Requirements Matrix) deliverables.

Inability of the CMa to meet the performance objectives or provide time/schedule-related deliverables shall not be dependent upon the Courts’ provision of any tools necessary for project time/schedule management.

C. CPFMD Integrated Program Schedule (CPFMD IPS) (Attachment J.18).

The CPFMD has developed an integrated program schedule that includes program-wide activities for all major ongoing and planned capital projects that are currently funded and CPFMD is actively managing. The CPFMD IPS is used as a tool to track progress of ongoing projects against the planned and budgeted program as well as help plan and award future projects and required contractor personnel and vendors according to the budgeted elements of the

DC Courts’ master planning documents. While an IPS has been developed and is currently being utilized, it is not completely cost-loaded or aligned with individual project cost tracking and cost management practices. The

CMa/PMO shall provide all project-level input to the PgMO required to complete the cost loading, maintain, and continuously update the CPFMD

IPS.

D. The Courts requires all schedule submissions in Primavera (P6), however, does not own software licenses. Therefore, the CMa shall own access to

Primavera software to meet the contract requirements.

C.7.10 Project Quality Management

Per the CMa/PMO’s approved quality management plan (QMP), in the CMaP and

PMP, the CMa and PMO shall operate with the intent to ensure the DC Courts meets its quality goals by delivering all capital and facility projects according to an established quality standard. As such, the CMa shall be responsible for overall quality management and provision of all Quality Assurance (QA) services—to include logging, monitoring/tracking, reviewing and reporting of project quality through an integrated and comprehensive quality management system—to ensure projects are completed according to an established quality standard.

The CMa shall provide quality-related deliverables per CMAA CM Standards of

Practice, 2021 summarized in Attachment J.21 (CMa Contract Requirements

Matrix) and additional deliverables as the CMa deems necessary to ensure that the

Courts’ quality goals and objectives are being met, and that contract performance requirements identified in Section C.3 are also being met.

CMa/PMO team, but to CPFMD personnel and other contractor personnel as quality management methodologies program wide.

Without exception, the CMa/PMO shall provide all necessary quality performance objectives and provide all required quality-related deliverables.

C.7.10.1 Industry Standards of Practice for Quality Management. The CMa/PMO shall operate with the objective to assure the quality of all capital and facility projects delivered program wide. The CMa shall oversee and enforce program-level standardization, ensuring that the quality of all capital and facility projects are managed in a similar, consistent way and quality assurance services are aligned with industry standards of practice including, but not limited to, the most recent versions of the CMAA Quality Management Guidelines and the most current version of ISO 9000 Quality Management Principles.

The CMa’s QMP shall be consistent with or better than other government standard documents such as QMP Outline and Guide USACE (Attachment J.23).

C.7.10.2 Tools for Quality Management.

A. Owner-Initiated Tools. The Courts currently utilizes Procore as a quality management tools. The CMa shall continue use of the current tools, with the intent to improve upon the current partially developed processes and procedures utilized, to meet the performance objectives identified in Section

C.3. It is the Courts’ expectation that the CMa/PMO will further develop required processes and procedures; manage all user activities required to efficiently utilize the quality management tools; and provide all templates, examples of good practices, training and coaching required to institutionalize industry-standard quality management approaches and practices.

B. CMa/PMO-Initiated Tools. Upon the initial assessment, understanding, use of all owner-initiated QA management tools, the CMa shall provide (or facilitate the Courts’ procurement and provision) of all QA management tools the CMa deems necessary to meet the performance objectives per Section C.3 and provide the required QA-related deliverables per CMAA CM Standards of

Matrix) deliverables. Inability of the CMa to meet the performance objectives or provide QA-related deliverables shall not be dependent upon the

Courts’ provision of any tools necessary for project QA management.

C.7.11 Project Contract Administration

The CMa shall provide all services required to administer capital and facility project consultant and contractor contracts at DC Courts per the CMAA CM

Standards of Practice, 2021.

The CMa shall…