B.08.03 - Amendment 0001 - Attachment - Award Fee Plan (RCR-MCF) - 11.03.20.pdf

AWARD-FEE PLAN

FOR

RECORDS CENTER REPLACEMENT (RCR) AND MERCURY

FLORA (MCF) FACILITIES

AT

FORT GEORGE G. MEADE, MARYLAND

Date: XX

Contractor’s Name: XXXX

Table of Contents

Section Title Page

1.0 Introduction 3

2.0 Award Fee Provisions 3

3.0 Definitions 4

4.0 Award Fee Organization & Responsibilities 5

5.0 Award Fee Process 8

6.0 Award Fee Evaluation Plan Change Procedure 10

7.0 Contract Termination 11

8.0 Disputes 11

Attachments

Attachment Title Page

Figure 1 End of Period Performance Evaluation Process 12

1 Award Fee Organization 13

2 Evaluation Periods 14

3 Performance Criteria & Weights 15

4 Performance Standards 22

1.0 INTRODUCTION

The purpose of this Fixed Price Award-Fee Plan (hereinafter called Award-Fee Plan (AFP) is to establish a general framework for evaluating Contractor performance. Accordingly, all fee determinations shall be based on the guidelines found herein.

This AFP is the basis for program evaluation of the contractor’s performance to design and build Records Center Replacement (RCR) and Mercury Flora (MCF) Facilities at Fort George G. Meade, Maryland that will be presented to the Award-Fee Determining Official (AFDO). RCR/MCF does not meet Acquisition Category (ACAT) I or II criteria, therefore it is considered an ACAT III requirement. This plan covers the administration of the award fee provisions under Contract No. XXXX, which was awarded in accordance with the provisions of Solicitation No. W912DR20R0007. The purpose of this plan is to incentivize the contractor to exceed contract requirements by a combination of criteria’s that are directly linked to discrete milestones and performance objectives. In addition, this plan contains a combination of evaluations that will be linked to time periods (months after NTP), as well as evaluations that will be based on achieving actual discrete milestones. Earning an award fee is in accordance with the award fee plan and is directly commensurate with the level of performance by the contractor. The Government will not pay award fees on acquisition outcomes that fall short of, or just meets expectations. In order to receive any fee, the contractor must provide service in excess of that which could be enforced by contract provisions. The specific criteria and procedures used to assess the contractor’s performance and to determine the amount of award fee earned are described herein.

The award fee will be provided to the contractor through contract modifications and is in addition to the firm-fixed price provisions of the contract. The award fee earned and payable will be determined by the AFDO based upon review of the contractor’s performance against the criteria set forth in this plan. The AFDO may unilaterally change the AFP prior to the beginning of an evaluation period. The contractor will be notified of changes to the AFP by the Contracting Officer (KO), in writing, before the start of the affected evaluation period. Changes to the AFP that are applicable to the current evaluation period will be incorporated by mutual consent of both parties (bilateral). Unless the KO gives the contractor specific written notice of any changes to evaluation areas 15 days prior to the start of a new evaluation period, the same evaluation criteria and weights listed for the preceding period will be used in subsequent periods.

2.0 AWARD-FEE PROVISIONS

a. The maximum total award-fee that can be earned is 2 percent of the original total price of the contract to include the value of any option (if applicable) and is the maximum discretionary fee the Government may award to the Contractor based on the Contractor’s performance.

2% x $(Insert original total fixed price for the services) = $Insert number (total maximum award-fee)

b. The award-fee earned and payable will be determined by the AFDO based upon review of the Contractor's performance against the criteria set forth in this AFP. The AFDO will unilaterally determine the amount of award-fee and the determination will be in writing to the Contractor.

c. The award-fee earned for this effort will be provided to the Contractor through contract modifications.

d. The Contractor shall be paid award-fee, if any, upon submittal of a proper invoice to the payment office (see Section XX of the contract/TO/DO for invoicing procedures), together with a copy of the contract modification authorizing payment of award-fee for the applicable award-fee period. Award-fee may be invoiced for payment only after the final determination of award-fee earned, and the KO’s execution of the contract modification authorizing payment. The Contractor's invoice will indicate the amount of award-fee earned and payable with the applicable award-fee CLIN. The Contractor’s invoice must cite the appropriate accounting data.

3.0 DEFINITIONS

a. Award-Fee Determining Official (AFDO). The AFDO makes the final determination regarding the amount of award-fee earned by the Contractor during the applicable evaluation period. The AFDO may unilaterally change this AFP, as covered in Section 10, Award-Fee Plan Change Procedure.

b. Award-Fee Plan (AFP). Describes the award-fee strategy and addresses the terms and conditions that govern the award-fee process (e.g. evaluation criteria, methodology to be used to evaluate the Contractor’s performance, etc.).

c. Award-Fee Pool. The total of the available award fees for each evaluation period for the life of the contract.

d. Award-Fee Evaluation Board (AFEB). The AFEB is comprised of Government personnel only whose experience in the acquisition-related areas allows them to analyze and evaluate the Contractor’s overall performance.

e. Fixed Price-Award-Fee (FPAF) Contract. An incentive type contract. Award-fee provisions may be used in fixed-price contracts when the Government wishes to motivate a contractor and other incentives cannot be used because contractor performance cannot be measured objectively. Such contracts shall establish a fixed price (including normal profit) for the effort. This price will be paid for satisfactory contract performance. Award fee earned (if any) will be paid in addition to that fixed price

f. Evaluation Criteria. Criteria against which the Contractor’s performance will be evaluated. Evaluation criteria must be clear to let the Contractor know what is required in order to earn a satisfactory or higher rating. Mandatory evaluation criteria are cost, schedule/delivery and performance (quality); however, there may be other criteria, e.g.

technical ingenuity, subcontracting, etc.). Each criteria may include sub-areas to assist in the evaluation.

g. Evaluation Period. The total contract performance divided into evaluation periods. The end date for these periods can be specific dates or milestones (e.g. timely completion of preliminary design review, critical design review, etc.)

h. Performance Monitors/Quality Assurance Personnel (QAP). Government

Performance Monitors will monitor and evaluate the Contractor’s performance and discuss evaluation results with the Contractor as appropriate. At the discretion of the AFDO, Performance Monitors may serve on the AFEB. This monitoring is the foundation of the award-fee evaluation process.

i. Significant Changes to Award-Fee Plan. Examples of significant changes are changing evaluation criteria, adjusting weights to redirect Contractor’s emphasis to areas needing improvement, and revising the distribution of the award-fee dollars. These type changes must be approved by the AFDO. The Contracting Officer, in coordination with the AFEB Chairperson, approves other changes.

4.0 AWARD-FEE ORGANIZATION AND RESPONSIBILITIES

The Award-Fee Organization consists of: the AFDO; an AFEB, consisting of a Chairperson and members, the Contracting Officer, other functional area participants; advisory members; and performance monitors.

a. Responsibilities.

1. Award-Fee Determining Official (AFDO). The AFDO is independent of the AFEB and makes the final decision that determines the amount of award fee earned during the evaluation period. This removal of the decision authority from the evaluation process provides a separation of duties that builds an extra measure of integrity into the process. The AFDO is always organizationally senior to the AFEB membership.

This will ensure the Contractor's confidence in the objectivity of the award fee process, and will enable communication with the senior level of Contractor management. The AFDO’s primary responsibilities are:

a) Establish the Award-Fee Evaluation Board (AFEB), AFEB Chair and appoint the voting members (by position title) of the AFEB by memorandum.

b) Consider the AFEB findings for each evaluation period and discuss with the AFEB Chair and other personnel (i.e. the Contractor) as appropriate.

c) Determine the award-fee earned and payable for each evaluation period;

ensure the amount of award-fee earned is appropriate for and accurately reflects the Contractor's performance.

d) Develop and issue an Award-Fee Determination Letter for the evaluation period, specifying the amount of award-fee determined and the basis for the determination.

e) Approve changes proposed to the AFP.

f) Ensure timeliness of award-fee evaluations.

2. Award-Fee Evaluation Board (AFEB). The AFEB consists of Government AFEB members led by an AFEB Chairperson. The AFEB’s primary responsibilities are:

a) Evaluate the Contractor’s performance as it relates to the Award Fee Evaluation factors listed in this Plan. At the end of each evaluation period, the AFEB will prepare a written report of its evaluation, including recommendations as to the adjectival rating and numerical score to be assigned to the Contractor for its performance during that evaluation period.

b) The AFEB will recommend for approval to the AFDO significant proposed changes to the AFP.

3. AFEB Chairperson. The AFEB Chairperson is accountable for the overall functioning of the AFEB in the performance of its members. Primary responsibilities are:

a) Appoint non-voting members, if appropriate, to assist the AFEB in performing its functions, e.g., a recording secretary.

b) Appoint performance monitors for the contract effort and ensure performance monitors are provided appropriate training to execute their duties as a performance monitor.

c) Request and obtain performance information from personnel involved in observing Contractor performance, and call on personnel to consult with the AFEB, as needed.

d) Ensure preparation of the AFEB’s written findings and recommendations for each evaluation period.

e) Submit for approval the Award-Fee Evaluation Report that accompanies the Award Fee Determination Letter and other documentation such as AFEB minutes and summaries.

f) Ensure the timeliness of award-fee evaluations.

g) Recommend appropriate changes to the AFP for consideration.

h) Meet with the Contractor during the evaluation period to provide interim performance feedback.

4. AFEB Recorder. The Recorder is designated by the AFEB Chairperson responsible for coordinating the administrative actions required by the AFDO, the AFEB, CORs and Performance Monitors. However, any AFEB member may fill this position in conjunction with his/her other functions on the AFEB. Primary responsibilities are:

a) Notify Performance Monitors that their evaluations are due; receive, process and distribute evaluation reports from all required sources

b) Schedule and assist with internal evaluation milestones, such as briefings;

accomplish other actions required to ensure the smooth operation of the award-fee process

c) Retain all Performance Monitors’ evaluation reports and other pertinent data, if not included in the official contract file.

5. Contracting Officer’s Representative (COR). The COR will be appointed by the Contracting Officer. The primary responsibilities of the COR are to:

a) Monitor, evaluate, and assess Contractor performance.

b) Gather, receive, analyze, and assemble the Performance Reports and supporting documentation for the reports to assemble the Contract Performance Report Summary Binders for all of the Performance Monitors.

c) Attend all AFEB meetings, record the findings of the AFEB, and prepare the award-fee determination letter for the AFDO’s review and signature in coordination with the Contracting Officer.

d) Recommend appropriate changes to the AFP for consideration.

6. Contracting Officer (KO). The Contracting Officer is a member of the AFEB and is the liaison between the Government and the Contractor. The Contracting Officer’s primary responsibilities are:

a) Transmit AFDO letters to the Contractor, and prepare and distribute the modification awarding the fee authorized by the AFDO within a reasonable amount of time after the AFDO determination.

b) Ensure that the award-fee amount is certified and administratively reserved prior to the beginning of the applicable award-fee evaluation period. The Contracting Officer should also ensure that all unearned award-fee funds are decommitted promptly after each evaluation period.

c) Notify the Contractor in writing of any change(s) to the AFP, after AFDO/AFEB Chairperson approval.

d) Ensure the contract file includes all documentation necessary to substantiate the AFEB recommendation and the AFDO determination. The Contracting Officer and COR should ensure that the award-fee evaluation for that period is consistent with the data entered in the pertinent Contractor Performance Assessment Reporting System.

e) Collect award/incentive fee data as prescribed in FAR 16.401(f).and as implemented by Section 814 of the 2007 National Defense Authorization Act

7. Office of Counsel (OC). Primary responsibilities of the OC are to:

a) Provide legal advice to the AFDO, AFEB, AFEB Chair, and Contracting Officer.

b) Review AFEB’s recommended Award-Fee Evaluation Report for legal sufficiency.

c) Review the Award-Fee Determination Letter for legal sufficiency.

8. Performance Monitors. Working-level specialists, such as engineers, cost analysts, Quality Assurance Personnel, etc. They must be familiar with the contract requirements and the AFP, especially the performance rating criteria for their assigned evaluation area(s). The Performance Monitor’s primary responsibilities are:

a) Monitor, evaluate, and assess Contractor performance in assigned areas and in accordance with this AFP.

b) On a no-less than monthly basis, prepare written records of the Contractor's performance in their assigned evaluation area(s), detailing specifics where (1) improvement in Contractor performance is necessary or desired; (2) the Contractor has shown improvement in performance; and (3) the Contractor’s performance either fails to meet or meets and exceeds contract requirements.

c) Prepare interim and end-of-period evaluations, as directed, that address the Contractor's weaknesses and strengths.

d) Be prepared to brief the AFEB on their specific evaluation area(s).

e) Recommend changes to the AFP; e.g., performance area weights.

Note: Depending on the structure of the AFEB, the Performance Monitor documentation may be collected and reviewed by the COR.

5.0 AWARD-FEE PROCESS

a. Evaluation Periods. The evaluation period is the period of time during which the contractor’s performance of the contract requirements is being evaluated.

The evaluation periods are shown in Attachment 2. The evaluation period includes a four year design/construction interval for completing RCR/MCF and a one-year post-construction/warranty interval. The award fee evaluation periods shall occur as indicated in Attachment 2. The Government reserves the right to revise the evaluation period schedule as well as the factors to be considered in each period, upon contract award, as appropriate based on the contractor’s proposed CPM schedule.

b. Available Award Fee Amount. The amount of available award fee is equal to 2% of the Fixed Price contract. The maximum award fee amount will not be adjusted to reflect contract modifications that may change the contract amount.

The allocation of the award fee pool for each evaluation period is indicated Attachment 2. The earned award fee is the amount of fee awarded to the contractor based on its performance of those Fixed Price efforts and is allocated as a percentage of the expected award fee, ranging from 0% to 100%.

c. Unearned Award Fee: Any unearned award fee in an evaluation period will not be available in subsequent evaluation periods.

d. Performance Evaluation Factors. The contractor will be evaluated based on its collective performance as it relates to specific areas of contract requirements meeting discrete milestones listed in Attachment 2. The contractor’s performance towards meeting these milestones and requirements shall be the paramount consideration in determining the earned award fee. The major factors on which this AFP is based and their relative (weighted) importance for purposes of measuring the contractor’s performance are shown in Attachment 3 and include: (1) Quality; (2) Timeliness; (3) Management; (4) Good Neighbor; and (5) Safety. In order for the contractor to qualify for an award fee, a minimum rating of Satisfactory must be attained across all contract performance areas (factors) for that evaluation period.

*Note: Percentage scores at the subfactor level are averaged up with the other subfactors for that factor, therefore, an unsatisfactory at the subfactor level does not preclude the contractor from the award fee unless the averaged percentage scores equate to an overall factor rating of unsatisfactory.

e. Performance Evaluation Criteria. Attachment 4 to this plan uses adjectival ratings which correspond to percentages from 0-100 percent that will be used in conjunction with the associated milestones for that rating period as well as the functional area evaluations for earned award fee determination.

Earned award fee is calculated by the following procedure. A percentage score from 0-100 percent is determined for each subfactor. The percentage scores for the subfactors are then averaged to determine an overall percentage score for each factor. The percentage score of each factor is then multiplied by its relative weight as indicated in Attachment 3. The resulting percentage will be the amount of award fee that the Contractor earns for that evaluation period.

f. Contractor Performance Rating. Each performance monitor will evaluate the contractor’s performance against the milestones, factors and subfactors contained in Attachment 2 and 3 of this plan. Each rating must be accompanied by sufficient justification for the AFEB to validate the rating. The performance ratings will be consolidated for inclusion in the end of period evaluation reports.

In addition, written feedback on observations by rating category will be provided to the contractor.

g. End of Period Evaluations. Performance Monitors submit their contractor performance ratings in accordance with paragraph 5.f. The AFEB Facilitator compiles all performance ratings and the contractor's optional self-assessment evaluation and prepares a briefing for the AFEB. The AFEB convenes on or about 14 calendar days after the end of the evaluation period to consider all available data and develop a recommendation for the period’s earned award fee.

The AFDO will notify the KO of the initial determination within 7 calendar days after receipt of the AFEB evaluation report and briefing. The KO will notify the contractor of the end of period evaluation results and earned award fee amount.

This opportunity is provided to allow the contractor to clarify and/or justify any extenuating circumstances that might assist the AFDO to more clearly understand issues that might have affected the AFDO’s initial determination. The contractor will only be afforded this opportunity for the initial determination and must submit any reclama within 7 calendar days after notification of the initial award fee determination. The AFDO will consider the contractor's reclama, determine a final award fee, and forward the final determination to the KO as soon as possible after receipt of the contractor's reclama. (See Figure 1)

h. Contractor Self-Assessment. The contractor may submit a written self-evaluation to the KO within 7 calendar days after the end of the evaluation period. This evaluation/assessment should contain any information that may reasonably be expected to assist the AFEB in evaluating the contractor’s performance. The contractor’s self-assessment may not exceed ten (10) single sided pages. If desired, the contractor is encouraged to provide an oral presentation to the AFB on the self- assessment.

6.0 AWARD-FEE EVALUATION PLAN CHANGE PROCEDURE

a. All significant changes to the AFP are approved by the AFDO. Examples of significant changes include changing evaluation criteria, adjusting weights to redirect Contractor’s emphasis to areas needing improvement, and revising the distribution of the award-fee dollars. The Contracting Officer, in coordination with the AFEB Chairperson, approves other changes. The Contractor may recommend changes to the Contracting Officer no later than 20 days prior to the beginning of the new evaluation period. After approval, the Contracting Officer shall notify the Contractor in writing of any change(s).

b. Unilateral changes may be made to the AFP if the Contractor is provided written notification by the Contracting Officer 15 days before the start of the upcoming evaluation period. Changes affecting the current evaluation period must be by mutual agreement of both parties.

7.0 CONTRACT TERMINATION

a. Termination for Convenience. In the event that the contract is terminated for the convenience of the Government, the amount of award-fee to which the Contractor is entitled shall be determined as follows:

1. Award-fee earned or earnable by the Contractor for award-fee evaluation periods completed prior to the effective date of the termination will not be affected by the termination.

2. Award-fee deemed earned and to be paid for performance during the period in which the termination becomes effective, will be determined by the AFDO IAW the award-fee criteria and will not be the subject of negotiation as part of the equitable adjustment IAW the termination clause of the contract. For purposes of fee determination, Contractor performance evaluations will end as of the date of termination.

3. The remaining award-fee dollars for all periods subsequent to the period in which the termination becomes effective will not be considered earned or earnable and, therefore, will not be paid.

b. Termination for Default: If the Government terminates this contract for default (i.e., Contractor's performance is less than satisfactory), the Contractor shall not earn any fee for the period in which the default occurred. Consequently, no additional award-fee shall be paid during the termination settlement of the contract. Award-fee earned or earnable by the Contractor for award-fee evaluation periods completed prior to the effective date of the termination will not be affected by the termination, unless other provisions of the contract and/or AFP (e.g., negative incentives) require payback of previously earned fee.

8.0 DISPUTES

The Award Fee determination is a unilateral decision made solely at the discretion of the Government, and is only subject to the Disputes Clause to the extent of determining whether the Government’s actions were arbitrary of capricious.

ATTACHMENTS

1. Figure 1 – End of Period Performance Evaluation Process

2. Attachment 1 – Award Fee Organization

3. Attachment 2 – Evaluation Periods

4. Attachment 3 – Performance Criteria And Weights

5. Attachment 4 – Performance Standards

AFDO

Initial

Determination

Brief AFEB

7 Calendar Days

Prepare AFEB Evaluation Report

14 Calendar Days

ACO Letter Notifying Contractor of Initial

1 Calendar Day

AFDO Letter Notifying KO of Initial

Receive Contractor's Reclama

AFDO Final

AFDO Letter Notifying KO of Final

Figure 1: End of Period Performance Evaluation Process

Receive Monthly

Evaluations from

Performance

Monitors

Compile Data and

Prepare AFEB

Briefing

Receive Contractor’s

Self Assessment

7 Calendar Days after end of eval period

Convene AFEB after end of eval period

START

KO Issues Final Determination to

Contractor

1 Calendar Day

ATTACHMENT 1

AWARD FEE ORGANIZATION

Members

Award Fee Determining Official: USACE Chief, ECIPO

Award Fee Board Chairperson: USACE Area Engineer, ECIPO

Award Fee Board Recorder * USACE Contract Specialist

Award Fee Board Members: MPO Chief, MILCON

MPO Program Manager, South Campus

USACE Program Manager, ECIPO

USACE Design Team Lead, ECIPO

* USACE, Contracting Officer

Performance Monitor(s): USACE Resident Engineer / COR, ECIPO

Resident Engineer Staff, ECIPO

USACE Project Manager, ECIPO

USACE Design Manager, ECIPO

MPO Project Managers, MILCON

Others, as needed

* Non-voting member

ATTACHMENT 2

EVALUATION PERIODS

The award fee earned by the contractor will be determined at the completion of each evaluation period shown below. The award fee pool is equal to 2% of the total fixed price contract. The percentage shown corresponding to each period is the expected available award fee amount that can be earned during that particular period. The maximum amount available during a period will be the Expected Award Fee percentage for that rating period as shown in the table below. Any remaining award fee from a rating period will not be carried into the next rating period. The Government reserves the right to revise the evaluation period schedule and the factors to be considered in each period, as appropriate, based on the contractor’s CPM schedule.

Evaluation

Period Months After Contract NTP

Expected Award Fee (Total FP/Period)

Milestones

1 4 2.5% Approximately 35% Overall Design Complete

2 8 5.0% Approximately 65% Overall Design Complete

3 12 7.5% Approximately 95% Overall Design Complete 4 - 13.0% IFC Design Complete* 5 24 10.0% Approximately 20% Combined RCR & MCF

Construction Complete

6 32 12.5% Approximately 40% Combined Construction Complete with RCR Commissioning and MCF Ongoing

Construction 7 - 18.0% RCR Construction Complete – Punch List/Turn

Over* 8 40 12.5% RCR Post Construction/Warranty & MCF

Commissioning 9 - 18.0% Approximately 100% Combined Construction

Complete with RCR Post Construction/Warranty & MCF Punch List/Turn Over*

10 - 1.0% MCF Post Construction/Warranty Complete* Total 100%

*Evaluation period shall be conducted per the specified milestone

ATTACHMENT 3

PERFORMANCE CRITERIA AND WEIGHTS

The following are performance factors/subfactors that will be evaluated for calculation of earned award fee. Each factor has a weight assigned which when multiplied by the score of each factor, becomes the weighted score for that factor. For those factors having subfactors, the score of all subfactors is averaged to determine the factor score. The Government reserves the right to revise the evaluation period schedule and the factors to be considered in each period, as appropriate, based on the contractor’s CPM schedule.

Factor Evaluation /Criteria Weight

1 Quality 25% 2 Timeliness 20% 3 Management 25% 4 Good Neighbor 20% 5 Safety 10%

TOTAL 100%

NOTE: The percentage weights assigned to the factors/subfactors above are quantifying devices only. Their sole purpose is to provide guidance in arriving at a general assessment of the amount of award fee earned. In no way do they imply an arithmetical precision to any judgmental determination of the contractor’s overall performance and amount of award fee earned, nor do they indicate the importance of a factor.

The following subfactors will be used to evaluate each triannual Award Fee Evaluation. A maximum of 100% per subfactor will be scored. Should no subfactor work be performed during that evaluation period, a rating of N/A will be given.

FACTOR 1 – QUALITY (25%). The following subfactors, which are of equal importance to each other and their respective performance criteria, will be considered:

Subfactor 1A) Quality of Work – The following criteria apply:

I. Effectiveness of contractor, consultant, and subcontractor Design Quality Controls.

II. Responsiveness to Government concerns regarding design and quality issues.

III. Overall quality of design work performed.

IV. Effectiveness of Quality Control personnel, inspections, and programs.

V. Overall quality of construction work performed.

VI. Responsiveness to Government concerns regarding construction quality issues.

VII. Contractor provides appropriate management attention to interstitial coordination and quality control to assure the proper location of all penetration through the walls and floor slabs, under-floor comms/electrical, V-notches and furniture, security systems.

VIII. Development and performing quality control/cross checks of MEP/F, Architectural, Structural, and Civil coordination drawings.

IX. Conflicts in services installation are well coordinated and resolved expeditiously without impact to the schedule.

Subfactor 1B) Project & Program Controls/Government Insight/Customer Relations – The following criteria apply:

I. Effectiveness of coordination, communication, and cooperation with USACE, MPO, to include end users and stakeholder.

II. Establishment and maintenance of effective project and program controls, including metrics, RFI, Change Orders, and Bulletin process.

III. Quality of efforts and procedures to appropriately involve the Government in the design and management decision-making process and problem solving.

IV. Effectiveness in maintaining approved design schedules and achieving early completion of milestones at the level of quality/completeness appropriate to the stage of the contract.

Subfactor 1C) Quality Control – The following criteria apply:

I. Staff is augmented during periods of excessive demand in a specialty.

II. Production does not override quality control. Subcontractor Quality Control

Personnel are identified, are on the work site, cooperate with the Contractor’s CQC staff, and are fully integrated into the quality process.

III. CQC staffing turnover is minimized and conforms to the approved submitted CQC plan.

IV. Three Phases of Control is used consistently and aggressively with the results that the vast majority of work is accepted at the follow up inspections.

V. QC inspector Checklist (Generic and Specific) are adequately prepared, reviewed and conscientiously used.

VI. QC inspections are well documented via checklist and lab/testing reports.

VII. Ensure Manufacturer’s Installation Instruction are distributed, used and followed during installation.

VIII. Ensure deficiency data is current, well managed and documented.

IX. Deficiencies are completed in a timely manner consistent with the nature of the deficiency and with regard to follow-on work in the area.

X. Ensure material delivered to the job site is what was submitted and approved.

XI. Materials stored on or off site are well protected.

XII. CSTs are included in Close-In inspections and subsequent punch list activities.

XIII. Wall & Ceiling Close-in plan is followed with minimal errors.

XIV. Proactive inspections and corrective actions are maintained and advanced notice is provided for all inspections.

XV. Floor flatness and levelness is maintained to the standards established.

Subfactor 1D) Submittals – The following criteria apply:

I. Communication of changes and concerns are driven down to the field personnel.

II. Submittal quality is high with few discrepancies found by USACE Resident Engineer and A/E review.

III. Submitted materials, equipment and products consistently meet and often exceed specifications.

IV. Deviations are approved prior to submittal and are well documented.

V. Submittal process and progress is adequate to ensure that the CPM schedule substantially meets the completion date.

VI. Re-submittals are minimized to the maximum extent possible.

VII. RFIs are clear, concise, and contain enough information for response.

Subfactor 1E) Commissioning - The following criteria apply:

I. Effectiveness in coordination and execution of the commissioning plan through all phases (including design) of the project to include mechanical, electrical, and IT systems.

II. Effectiveness of the measurement and verification system and timeliness and accuracy of reports.

III. Effectiveness in coordination and execution of seasonal and other deferred functional performance testing.

IV. Proactive management and communications are present in all phases of commissioning work.

V. Timely submittals, documentation of results, deconfliction between commissioning manual and manufacturer recommendations, and commissioning plan modification submittals.

Subfactor 1F) Integration of Sole Source Vendors– The following criteria apply:

I. Effectiveness of integration of the project sole source requirements within the design and construction.

II. Effectiveness of efforts towards involving sole source vendors within the design and construction process.

Subfactor 1G) O&M Plan/Schedule- The following criteria apply:

I. Effective coordination and advance planning of O&M Data during the design phase.

II. Develop a plan/schedule for the submission of O&M Data.

III. Maintain Plan to ensure all O&M Data is submitted prior to construction completion.

Subfactor 1H) Cleanliness - The following criteria apply:

I. Maintain effective cleaning practices and dust control during construction and close out for critical rooms, infrastructure, and components of work.

II. Interstitial space between slab and raised access floor (RAF) should be thoroughly cleaned and vacuumed and is kept free of trash and dust throughout the project.

III. Prior to Ceiling and Wall close ins, spaces should be thoroughly cleaned and vacuumed and is kept free of trash and dust.

IV. Prior to critical room close outs including Comms Rooms, Mechanical Rooms, Electrical Rooms, the rooms and all critical equipment should be thoroughly cleaned and vacuumed and is kept free of trash and dust throughout the project.

All critical equipment including IT Racks should be taped in plastic to keep dust out.

V. The Roof should not be used as storage and be thoroughly cleaned and kept free of trash and debris throughout the project such that there are no nails left to rust or puncture the roof.

VI. If bathrooms are found to be used, they should be cleaned immediately.

FACTOR 2 – TIMELINESS (20%). The following subfactors, which are of equal importance to each other and their respective performance criteria, will be considered:

Subfactor 2A) Resource Management & Cost Controls- The following criteria apply:

I. Timely implementation of approved changes.

II. Efforts and success in identifying, mitigating, and resolving design and construction problems, potential claims, and changes, while maximizing efficiencies.

III. Contract proposals are timely, proposed prices are reasonable, and negotiations are professional.

Subfactor 2B) Schedule Management- The following criteria apply:

I. Effectiveness in maintaining accepted construction schedule.

II. Effectiveness of coordination and cooperation with other Government contractors.

III. Timeliness and effectiveness of communication coordination with Government representatives.

IV. Timely response to warranty calls and quality of repairs.

V. Effectiveness of communication and cooperation with Government representatives in all warranty activities including proactive involvement in problem mitigation/solving.

VI. Construction milestones are completed on time in accordance with the accepted CPM schedule meeting the project completion dates.

Subfactor 2C) Project Closeout- The following criteria apply:

I. Effective scheduling and management of turnover actions and timely resolution of punch lists.

II. Effectiveness of communication and cooperation with Government representatives and other contractors in all closeout activities including proactive involvement in problem mitigation/solving.

III. Timeliness, quality and thoroughness O&M manuals and training.

IV. Timeliness and quality of as-built drawings and other documentation to include

LEED, CAD/BIM, and Real Property.

Subfactor 2D) CPM Schedule- The following criteria apply:

I. The accepted CPM schedule shall be detailed enough to be used to manage the project.

II. The CPM schedule shall accurately reflect activities on site and shall be used to manage the project.

III. Close working relationship and open communication are maintained between Contractor Scheduler and Government stakeholders.

IV. Contractor shall request all logic changes in writing, whether due to out of sequence work or to recover lost time, documenting the rationale for the logic revision.

V. Scope revisions affecting the schedule shall be analyzed against the current update of the CPM schedule. Once accepted they shall be incorporated into that update and carried forward in each succeeding update of the CPM schedule.

VI. Contractor satisfies all CPM schedule specification submittal requirements.

VII. The monthly Contractor’s narrative shall document the cause of a negative path and provide a recovery plan.

VIII. The Look Ahead Schedule shall be generated from the latest Primavera update and shall reflect on site activities.

IX. Impact of change orders on project cost and schedule is minimized.

FACTOR 3 – MANAGEMENT (25%).

The following subfactors, which are of equal importance to each other and their respective performance criteria, will be considered:

Subfactor 3A) Resource Management & Cost Control- The following criteria apply

I. Effectiveness of utilization of key construction personnel and subcontractors, and coordination with other Government contractors.

II. Effectiveness in optimizing the budget through design decisions and recommendations.

III. Effectiveness of all design management and cost control efforts.

IV. Effectiveness and professionalism of key design personnel.

V. Good faith efforts and success rate in meeting and exceeding the subcontracting goals included in the approved subcontracting plan.

Subfactor 3B) Project & Program Controls/Government Insight/Customer Relations- The following criteria apply:

I. Establishment and maintenance of effective project and program controls, including metrics, Contract Administration process, and Request for Information process

II. Effectiveness at keeping the Government informed and involved in all significant activities and decisions

III. Effectiveness of coordination, communication, and cooperation with Customers and all others

IV. The strength of the project stakeholders Partnership is maintained and enhanced wherever possible. The principles of the Team Charter are upheld.

V. Contractor provides mutually beneficial and RFP compliant solutions to encountered problems while maintaining schedule.

VI. Outages are forecasted appropriately and Government review timelines are maintained.

VII. Escort/CST/Outage requests are submitted in accordance with Government timelines.

VIII. Contractor works collaboratively with the Government and allows for joint occupancy for Government fit-up.

Subfactor 3C) Issue Resolution- The following criteria apply:

I. Unforeseen conditions are reacted to and resolved in a timely fashion.

II. Identify issues proactively and raise them to the PLT when necessary. Re-work is reduced to a minimum.

III. Disagreements (cost/no cost) on RFI responses are addressed expeditiously to prevent any misunderstanding on cost and/or time.

IV. Maintain open communications with Government personnel to ensure transparency and coordination of issues and resolutions.

Subfactor 3D) Labor Management- The following criteria apply:

I. Subcontractors are well managed and coordinated.

II. Employees with safety and security violations are expeditiously disciplined.

III. Contractor maintains continuity and stability in the field staff and the Quality Control staff.

Subfactor 3E) Meetings and Communication- The following criteria apply:

I. QC and Progress Meetings are well managed and documented.

II. Meeting Minutes and communications should be of high quality and are distributed to team members in timely fashion per contract requirements.

FACTOR 4 – GOOD NEIGHBOR (20%).

The following performance criteria will be considered:

I. Contractor will minimize disruption to the base mission and base occupants.

II. Contractor personnel and vehicles are controlled effectively. An effective employee transportation program is established, utilized, and enforced. Employee parking restrictions inside and outside the gate are monitored and corrective action is taken as necessary.

III. Material deliveries are scheduled to minimize impact on the base.

IV. Utility outages are minimized to the greatest extent possible by utilizing accurate data on utility locations and obstructions. When utility outages are necessary, they are properly planned and durations are consistently met or under run.

V. Contractor cooperates with other contractors, suppliers and vendors doing business on the base.

VI. Contractor utilizes an effective employee indoctrination program advising all employees of parking and speed restrictions, proper conduct while on the Fort Meade installation, and proper entrance procedures.

VII. Contractor cooperates with MPO and Fort Meade security personnel.

VIII. Contractor uses effective dust control methods and consistently maintains road cleanliness.

IX. Contractor minimizes noise impacts. If such impacts are deemed necessary and unavoidable, coordinate with MPO and USACE prior to the activity to allow for proper notification to neighbors.

X. Security incidents are kept to an absolute minimum.

XI. MDE concerns are addressed the first time and in the allotted amount of time.

XII. All concerns/issues voiced or written by the Government in reference to “Good

Neighbors” are resolved immediately.

XIII. Contractor maintains a clean and orderly jobsite.

FACTOR 5 – SAFETY (10%).

The following subfactors, which are of equal importance to each other and their respective performance criteria, will be considered:

Subfactor 5A) Safety – The following criteria apply:

I. Overall safety performance.

II. Management and Leadership commitment to safety requirements and practices.

III. Timeliness of corrective actions to observed unsafe conditions.

IV. Implementation and adherence to contractor’s Safety Plan and EM 385-1-1.

V. Safety Officer and Superintendent(s) are proactive in maintaining a safe working environment.

VI. Continuously maintains a Safety DART rate of zero (0).

Subfactor 5B) Site Cleanliness- The following criteria apply:

I. Contractor maintains a clean work site with emphasis on daily job site removal of trash and scrap materials.

II. A dedicated cleanup crew of sufficient size is on the job site every day.

III. Construction fences are maintained.

IV. Lay down and parking areas are kept neat, orderly, and free of trash.

V. Environmental concerns, including dust control and street sweeping, are monitored, maintained, and immediately corrected.

ATTACHMENT 4

PERFORMANCE STANDARDS

a. For each evaluation period and in accordance with the evaluation procedures in sections of this AFP, the Government will evaluate the Contractor’s performance and assign a corresponding rating for each of the approved criteria. The Government will give a score from 0 through 100 percent to each criterion in accordance with the Award-Fee Evaluation Ratings/Standards Table below.

(NOTE: No award fee will be paid for performance below the “Satisfactory” level.)

Award-Fee Evaluation Ratings/Standards

Award Fee Adjectival

Rating

Award Fee Pool Available To Be Earned

Description

Excellent 91-100% Contractor has exceeded almost all of the significant award-fee criteria and has met overall cost, schedule, and technical performance requirements of the contract in the aggregate as defined and measured against the criteria in the award-fee plan for the award-fee evaluation period.

Very Good 76-90% Contractor has exceeded many of the significant award-fee criteria and has met overall cost, schedule, and technical performance requirements of the contract in the aggregate as defined and measured against the criteria in the award-fee plan for the award-fee evaluation period.

Good 51-75% Contractor has exceeded some of the significant award-fee criteria and has met overall cost, schedule, and technical performance requirements of the contract in the aggregate as defined and measured against the criteria in the award-fee plan for the award-fee evaluation period.

Satisfactory No greater than 50%

Contractor has met overall cost, schedule, and technical performance requirements of the contract in the aggregate as defined and measured against the criteria in the award-fee plan for the award-fee evaluation period. The Contracting Officer is unlikely to award any award fee for performance that is merely satisfactory, but retains the discretion to do so.

Unsatisfactory 0% Contractor has failed to meet overall cost, schedule, and technical performance requirements of the contract in the aggregate as defined and measured against the criteria in the award-fee plan for the award-fee evaluation period. Remedial action is required. No award fee is earned at this level.