RFP27007054 Scope Appendix.pdf

BSB OPM SCOPE OF SERVICES APPENDIX

1. General Requirements

The selected firm shall assign one (1) qualified Owner’s Project Manager (OPM) to provide

Owner’s representative and project management services for the University of Rhode Island

Biomedical Sciences Building Project during the construction phase.

The assigned OPM is anticipated to provide part-time services beginning upon issuance of the construction contract or purchase order to the Construction Contractor and continuing through

Construction Completion, an anticipated duration of approximately thirty-two and one-half

(32.5) months. The level of effort is expected to be lower during the initial pre-construction transition period and to average approximately twenty (20) hours per week during the anticipated thirty (30) month construction phase, with actual effort varying based upon project schedule, workload, and University direction.

The assigned OPM shall serve as an extension of the University’s project management team and shall perform services in collaboration with and at the direction of the University. The OPM shall coordinate, as applicable, with the Design Agent, Construction Contractor, commissioning agent, consultants, testing and inspection agencies, regulatory authorities, University departments, user groups, and other project stakeholders.

The selected firm shall provide all administrative, clerical, office, management, overhead, profit, incidental, and other support reasonably necessary for the assigned OPM to perform the Scope of

Services. Such support shall be considered incidental to the OPM services and shall not constitute additional project staffing unless specifically authorized by the University.

Recognizing the part-time nature of the assignment, the OPM shall, in coordination with and at the direction of the University, prioritize available time toward activities having the greatest potential impact on project cost, schedule, quality, contractual requirements, and the University’s interests.

The OPM shall promptly advise the University when project conditions or workload are expected to exceed the authorized level of effort so that priorities may be adjusted.

The OPM shall provide the University with timely information, analysis, recommendations, and documentation necessary to support informed project decisions. The OPM’s services shall supplement, and shall not relieve, the contractual or professional responsibilities of the Design

Agent, Construction Contractor, consultants, testing agencies, commissioning providers, or other project participants.

Substitution of the assigned OPM shall require prior approval by the University.

If authorized by the University, the selected firm shall also provide one (1) qualified Owner’s

Progress Inspector (OPI) as an Add Alternate Service in accordance with the applicable provisions of this Appendix. The same individual may serve as both OPM and OPI if proposed by the Offeror and accepted by the University; however, the responsibilities, authorized hours, and compensation associated with the OPI shall remain separate from the base OPM services.

2. Project Startup and Transition

Because the OPM is anticipated to join the project upon issuance of the construction contract or purchase order to the Construction Contractor, the OPM shall promptly become familiar with the existing project record, current project status, and active construction-phase priorities.

The OPM shall:

• Review available project documentation, including current Construction Documents, consultant reports, project correspondence, meeting records, prior decisions, budgets, estimates, schedules, regulatory information, procurement status, outstanding issues, and other relevant project records.

• Meet with the University, the Design Agent, Construction Contractor, commissioning agent, consultants, and other appropriate project participants to understand current project status, responsibilities, near-term priorities, and known project risks.

• Review the current project budget, Construction Contractor’s project schedule, procurement and long-lead status, permitting and regulatory status, commissioning requirements, and known project risks.

• Identify unresolved issues, coordination gaps, pending decisions, incomplete information, procurement concerns, long-lead items, and other matters that may affect construction progress or project delivery.

• Establish or confirm project communication protocols, document workflows, lines of responsibility, decision-making procedures, reporting requirements, and tracking systems.

• Establish and maintain action-item, decision, issue, and risk tracking systems appropriate to the construction phase.

• Become familiar with prior project decisions and established project requirements and avoid unnecessarily reopening previously resolved matters unless a material cost, schedule, quality, regulatory, constructability, or operational concern is identified.

• Advise the University promptly regarding material project risks or conditions identified during startup.

3. Construction-Phase Design and Technical Coordination

During construction, the OPM shall support the University in coordinating design and technical matters requiring Owner awareness, input, or action.

The OPM shall:

• Monitor construction-phase design coordination among the University, Design Agent, Construction Contractor, consultants, commissioning agent, and other project participants, as applicable.

• Review the status of Requests for Information (RFIs), submittals, design clarifications, proposed substitutions, and other technical issues having the potential to affect project cost, schedule, quality, procurement, commissioning, or University operations.

• Assist the University in identifying technical matters requiring Owner decisions, stakeholder input, or escalation.

• Track significant design-related issues and decisions through resolution when they affect the University’s interests or project delivery.

• Coordinate with the Design Agent and Construction Contractor regarding design clarifications, field conditions, conflicts, or other technical issues requiring timely resolution.

• Assist the University in evaluating the potential project impacts of proposed design changes, substitutions, or technical solutions.

• Monitor incorporation of approved design changes or clarifications into applicable project documentation.

• Coordinate University stakeholder participation when technical issues require operational, facilities, information technology, public safety, user-group, or other

University input.

The OPM’s review and coordination services shall not relieve the Design Agent or other licensed design professionals of responsibility for the adequacy, accuracy, coordination, code compliance, or professional quality of their respective design documents or construction administration services.

4. Construction Procurement and Long-Lead Coordination

The OPM shall support the University in monitoring construction procurement and long-lead activities that may affect project cost, schedule, quality, or construction progress.

The OPM shall:

• Review the status of material procurement, equipment procurement, and long-lead items with the Construction Contractor.

• Monitor procurement activities having the potential to affect construction sequencing, project milestones, commissioning, turnover, or Construction Completion.

• Identify procurement delays, scope gaps, unresolved procurement issues, or other concerns requiring University awareness or action.

• Assist the University in reviewing significant procurement-related issues, substitutions, alternates, or scope clarifications that may affect project cost, schedule, quality, or operational requirements.

• Coordinate with the Construction Contractor, Design Agent, and other appropriate project participants regarding procurement issues requiring Owner decisions or technical clarification.

• Track significant procurement commitments and unresolved long-lead or procurement items through resolution when they affect the University’s interests.

• Advise the University regarding potential impacts associated with delayed, unavailable, or substituted materials, equipment, or systems.

5. Budget and Cost Management

The OPM shall support the University in monitoring project costs and evaluating matters that may affect the established project budget.

The OPM shall:

• Review and track current project budget information provided by the University, Construction Contractor, Design Agent, and other project participants, as applicable.

• Monitor committed costs, expenditures, contingencies, allowances, pending changes, potential changes, and other known cost exposures affecting the project.

• Review Construction Contractor cost reports, estimates, and other cost information for significant variances, trends, or issues requiring University attention.

• Assist the University in evaluating proposed changes, including potential impacts to scope, cost, schedule, contingency, and available funding.

• Review payment applications and invoices, as requested by the University, and provide comments or recommendations regarding apparent consistency with project progress, approved changes, and supporting documentation.

• Maintain or support appropriate change, contingency, allowance, and potential-exposure tracking for matters within the OPM’s assigned responsibilities.

• Identify emerging cost risks or trends and advise the University regarding potential corrective actions or decisions.

• Assist the University in forecasting anticipated project cost based upon available project information.

• Coordinate use of University-established third-party estimating or other cost-management services when specifically authorized.

The OPM shall not independently authorize changes in project cost, contingency, allowances, or contract value on behalf of the University.

6. Project Scheduling

The OPM shall support the University in monitoring the Construction Contractor’s project schedule and identifying conditions that may affect required milestones or Construction

Completion.

The OPM shall:

• Review the Construction Contractor’s baseline and updated project schedules for overall logic, milestone alignment, critical and near-critical activities, and consistency with known project requirements.

• Monitor schedule updates, progress, float, milestone status, and significant changes to the critical path.

• Identify schedule risks, delays, emerging constraints, or sequencing issues requiring

University awareness or action.

• Review the status of long-lead procurement, approvals, testing, inspections, commissioning, turnover, and other activities that may affect project milestones.

• Assist the University in evaluating schedule impacts associated with proposed changes, field conditions, procurement issues, or other project events.

• Review and comment on recovery plans, mitigation strategies, or revised sequencing proposed by the Construction Contractor when project milestones are at risk.

• Coordinate with the Construction Contractor, Design Agent, commissioning agent, consultants, and University stakeholders regarding schedule-related issues requiring

Owner decisions, information, or participation.

• Provide the University with timely reporting regarding significant schedule status, risks, and anticipated impacts.

The OPM’s review and monitoring of the project schedule shall not relieve the Construction

Contractor of responsibility for developing, maintaining, updating, and managing the construction schedule or for the means, methods, sequencing, or execution of the Work.

7. Construction Phase Management

The OPM shall provide construction-phase Owner representation, coordination, oversight, documentation, and advisory support necessary to assist the University in managing the project through Construction Completion.

The OPM shall:

• Participate in regular project meetings and other construction-phase coordination meetings, as appropriate to the OPM’s assigned responsibilities.

• Assist the University in identifying, tracking, and resolving significant construction-phase issues requiring Owner attention, input, or decision.

• Monitor overall project progress and advise the University regarding significant risks, constraints, unresolved issues, or conditions that may affect cost, schedule, quality, contractual requirements, or University operations.

• Coordinate with the Design Agent, Construction Contractor, commissioning agent, consultants, testing and inspection agencies, University departments, and other project participants regarding matters requiring Owner involvement.

• Coordinate with the Construction Contractor and University stakeholders regarding significant site logistics, access, staging, utility, delivery, pedestrian, and campus-impact issues requiring Owner involvement or coordination.

• Support the University in reviewing and coordinating Requests for Information, submittals, field conditions, proposed changes, potential claims, and other construction-phase matters having material Owner impact.

• Assist the University in monitoring the status of required permits, inspections, testing, approvals, and regulatory activities.

• Coordinate University review and participation in matters affecting campus operations, access, utilities, public safety, information technology, facilities operations, users, or other stakeholders.

• Review significant construction-phase correspondence, reports, meeting records, and other project documentation and identify matters requiring University action or follow-up.

• Maintain or support tracking of significant action items, decisions, issues, risks, changes, and other matters within the OPM’s assigned responsibilities.

• Provide timely recommendations to the University regarding significant project issues and available courses of action.

• Assist the University in coordinating resolution of disputed or contested project matters, while preserving the University’s contractual rights and interests.

The OPM shall not direct the Construction Contractor’s means, methods, techniques, sequences, procedures, safety programs, or day-to-day supervision of the Work and shall not assume responsibilities assigned by contract to the Construction Contractor, Design Agent, consultants, or other project participants.

8. Owner’s Progress Inspector – Add Alternate Service

If authorized by the University, the selected firm shall provide one (1) qualified Owner’s

Progress Inspector (OPI) as an Add Alternate Service.

The OPI is anticipated to provide part-time field observation and reporting services averaging approximately ten (10) hours per week, generally corresponding to approximately two (2) hours per workday, beginning at construction mobilization and continuing through Construction

Completion.

The OPI shall provide the University and assigned OPM with an independent field perspective regarding construction progress, site conditions, and matters requiring Owner awareness.

The OPI shall:

• Visit the project site on a regular part-time basis consistent with the authorized level of effort.

• Observe general construction progress and significant active work areas during each site visit.

• Identify and document visible conditions, apparent deviations, coordination issues, or other matters that may warrant review by the OPM, Design Agent, Construction

Contractor, or University.

• Observe the general status of work associated with upcoming milestones, inspections, testing, commissioning activities, or other significant project events.

• Note apparent schedule concerns, access issues, logistics conflicts, incomplete work, or other visible conditions that may affect project progress or University operations.

• Prepare concise field observation reports with photographs, as appropriate, summarizing significant observations and matters requiring follow-up.

• Promptly communicate significant or time-sensitive field concerns to the assigned OPM and University.

• Coordinate with the assigned OPM regarding field conditions or issues requiring additional review, escalation, or follow-up.

The OPI shall not be responsible for continuous inspection of the Work, exhaustive observation of all construction activities, verification of quantities, contractor supervision, quality-control testing, safety oversight, code inspection, or determination of compliance with the Contract

Documents.

The OPI’s observations shall not relieve the Construction Contractor, Design Agent, testing agencies, commissioning providers, Authorities Having Jurisdiction, or other project participants of their respective contractual, professional, inspection, safety, testing, or code-compliance responsibilities.

9. Commissioning, Testing, Inspections, and Regulatory Coordination

The OPM shall support the University in monitoring and coordinating commissioning, testing, inspection, and regulatory activities that affect project progress, turnover, or Construction

Completion.

The OPM shall:

• Coordinate with the commissioning agent regarding commissioning activities, schedules, outstanding issues, and Owner participation requirements.

• Monitor the status of required testing, special inspections, regulatory inspections, approvals, and other third-party verification activities.

• Identify delays, unresolved issues, failed tests, incomplete inspections, or other conditions that may affect project milestones or turnover.

• Assist the University in coordinating required participation by the Design Agent, Construction Contractor, consultants, testing agencies, commissioning agent, University departments, and other project participants.

• Track significant commissioning, testing, inspection, or regulatory issues requiring

University awareness, decision, or follow-up.

• Assist the University in coordinating timely resolution of issues affecting required approvals, system readiness, occupancy, or Construction Completion.

• Monitor the status of required documentation associated with commissioning, testing, inspections, and regulatory approvals.

• Provide the University with timely notice of significant risks or deficiencies that may affect project completion or acceptance.

The OPM shall not perform the duties of the commissioning agent, testing agency, special inspector, code official, Design Agent, or other licensed or contractually responsible project participant and shall not independently certify the adequacy, compliance, or acceptance of systems, materials, or Work.

10. Owner-Furnished Equipment, FF&E, Technology, Move-In, and Owner Training

The OPM shall coordinate and manage Owner-side activities associated with Owner-furnished equipment, furniture, fixtures and equipment (FF&E), technology, move planning, and Owner training to support timely project turnover and occupancy.

The OPM shall:

• Develop and maintain coordination plans and tracking tools for Owner-furnished equipment, FF&E, technology, move-related activities, and Owner training requirements.

• Coordinate with University departments, user groups, Facilities Operations, Information

Technology, Public Safety, the Design Agent, Construction Contractor, vendors, and other project participants regarding Owner-furnished items and related installation requirements.

• Track procurement, delivery, installation, testing, startup, and readiness of Owner-furnished equipment and FF&E items that may affect project completion or occupancy.

• Identify required Owner decisions, approvals, selections, information, or actions and monitor them through resolution.

• Coordinate interfaces between Owner-furnished equipment, building systems, utilities, technology, security, controls, furnishings, and other project elements.

• Assist the University in identifying and resolving conflicts involving delivery, access, storage, installation sequencing, utilities, commissioning, or readiness of Owner-furnished items.

• Develop and maintain an Owner move-readiness schedule coordinated with construction, commissioning, inspections, training, and turnover activities.

• Coordinate move-planning activities with affected University departments and stakeholders, including sequencing, access, operational impacts, and occupancy readiness.

• Coordinate required Owner training with the Construction Contractor, Design Agent, commissioning agent, vendors, and University personnel.

• Track completion of required training sessions, demonstrations, documentation, manuals, and related turnover information.

• Identify Owner-furnished equipment, FF&E, technology, move, or training issues that may affect Construction Completion, occupancy, or operational readiness and promptly advise the University.

The OPM shall coordinate and manage these Owner-side activities but shall not assume responsibilities assigned by contract to the Construction Contractor, Design Agent, vendors, commissioning agent, or University departments responsible for procurement, installation, operation, or acceptance of specific systems or equipment.

11. Project Turnover, Occupancy, and Closeout

The OPM shall coordinate and manage Owner-side activities associated with punch list, turnover, readiness for acceptance, and transition into construction closeout through the conclusion of the OPM assignment.

The OPM shall:

• Coordinate with the Design Agent, Construction Contractor, commissioning agent, consultants, University departments, and other project participants regarding punch list, turnover, acceptance, and closeout activities.

• Monitor preparation, issuance, tracking, and completion of punch list items and significant corrective work affecting turnover or acceptance.

• Assist the University in identifying incomplete, deficient, or unresolved work requiring action prior to acceptance.

• Coordinate collection and review of required turnover documentation, including operation and maintenance manuals, warranties, training records, testing and inspection documentation, commissioning records, as-built information, attic stock, spare materials, keys, access credentials, and other required closeout deliverables.

• Track the status of required permits, certificates, approvals, testing, inspections, commissioning activities, and other items necessary to support occupancy and final acceptance.

• Coordinate with University departments and stakeholders regarding building readiness, access, occupancy, operational turnover, and outstanding issues.

• Assist the University in evaluating readiness for Construction Completion and identifying remaining requirements for final acceptance.

• Maintain a consolidated record of outstanding punch list, turnover, documentation, contractual, financial, and other closeout matters requiring continued follow-up.

• Prior to the conclusion of the OPM assignment, provide the University with an organized transition of outstanding construction closeout and warranty matters, including current status, responsible parties, required actions, relevant deadlines, supporting documentation, and identified risks or unresolved issues.

• Participate in transition meetings with University staff to review outstanding closeout and warranty matters and support continuity of project management responsibilities.

The OPM shall manage punch list, turnover, readiness for final acceptance, and closeout-transition activities through the conclusion of the OPM assignment. Responsibility for ongoing construction closeout administration and warranty management following the conclusion of the

OPM assignment shall transition to University staff unless otherwise authorized by the

University.

12. Project Records and Reporting

The OPM shall maintain organized project records and provide reporting necessary to support effective construction-phase management, University decision-making, and transition of the project record at the conclusion of the assignment.

The OPM shall:

• Maintain records associated with the OPM’s assigned responsibilities, including significant correspondence, meeting records, action items, decisions, issues, risks, changes, cost matters, schedule matters, and other project-management documentation.

• Maintain current tracking tools for significant action items, decisions, risks, changes, procurement issues, schedule concerns, and other matters requiring follow-up.

• Prepare concise periodic reports summarizing project status, significant accomplishments, current risks, unresolved issues, required University decisions, budget and cost concerns, schedule concerns, and other matters requiring Owner awareness.

• Provide timely written documentation of significant project issues, recommendations, and decisions within the OPM’s assigned responsibilities.

• Support the University in maintaining an organized and accessible construction-phase project record.

• Coordinate with the Construction Contractor, Design Agent, consultants, commissioning agent, and other project participants to obtain documentation necessary for the OPM’s assigned responsibilities and Owner decision-making.

• Maintain records in accordance with University project-management and document-control requirements, as applicable.

• At the conclusion of the OPM assignment, provide the University with an organized transfer of OPM-maintained project records, logs, tracking tools, reports, and other documentation necessary to support continued closeout, warranty management, and future reference.

The OPM shall not be responsible for replacing or duplicating the official records required to be maintained by the Construction Contractor, Design Agent, consultants, or other project participants under their respective contracts.

13. University Procedures, Authority, and Limitations of Responsibility

The OPM shall perform services in accordance with applicable University policies, procedures, project requirements, and direction.

The OPM shall:

• Coordinate with the University regarding required approvals, decisions, communications, and project-management procedures.

• Support the University in implementing project decisions and maintaining appropriate documentation of significant actions and approvals.

• Promptly elevate matters requiring University authorization, interpretation, or decision.

• Maintain clear communication with the University regarding significant project risks, disputed matters, potential claims, changes, cost exposures, schedule impacts, and other issues affecting the University’s interests.

• Exercise professional judgment within the limits of the assigned Scope of Services and authorized level of effort.

Unless specifically authorized in writing by the University, the OPM shall not:

• Modify or amend contracts on behalf of the University.

• Authorize changes in contract value, project budget, contingency, allowances, schedule, or scope.

• Direct the Construction Contractor’s means, methods, techniques, sequences, procedures, safety programs, or day-to-day supervision of the Work.

• Assume responsibility for design, engineering, code compliance, professional certification, testing, special inspection, commissioning, or regulatory approval.

• Bind the University to any contractual, financial, or other commitment.

The OPM shall promptly advise the University when project conditions, requested services, or workload extend beyond the authorized Scope of Services or available level of effort so that priorities, resources, or additional services may be considered by the University.

Nothing in this Scope of Services shall relieve the Design Agent, Construction Contractor, consultants, commissioning agent, testing agencies, inspectors, Authorities Having Jurisdiction, or other project participants of their respective contractual, professional, statutory, or regulatory responsibilities.