SECTION B - BACKGROUND 5 SECTION C - STATEMENT OF NEEDS 7 C.1. PROJECT DESCRIPTION, DEFINITIONS, AND
C.1.1. Project Description 7
C.1.2. Schedule 8
C.1.3. Estimated Construction Trade Cost Range 8
C.1.4. Abbreviations 8
C.1.5. Definitions 9
C.1.6. References 13
C.2. STANDARD CM SERVICES 13
C.2.1. CM Responsibilities 13
C.2.2. CM Staff 14
C.2.3. Record Keeping and Progress Reports 16
C.2.4. Master Project Schedule 17
C.2.5. Budget Control 17
C.2.6. Meetings 17
C.2.7. Office Facilities 18
C.2.8. Travel 18
C.2.9. Relationship with Other Contractors 18
C.2.10. Limitations on Authority 19
C.2.11. Disposition of Materials 19
C.2.12. Additional Services 20
C.3. DOCUMENT REVIEW PHASE SERVICES 20
C.3.1. General CM Responsibilities 20
C.3.2. Monitoring A/E Progress 21
C.3.3 Document Review 21
C.3.4. Cost Estimate Review 22
C.3.5. Schedule Control 23
C.3.6. Record Keeping 23
C.3.7. Progress Reports 24
C.3.8 Problem/Dispute Resolution 24
C.3.9. Value Management 24
C.3.10. LEED / Environmental Goals and Implementation 25
C.3.11. Construction Trade Packages and Contracts 25
C.3.12. Building Commissioning 25
C.3.13. Services Covered in Lump Sum Price 26
C.4. PROCUREMENT PHASE SERVICES 26
C.4.1. Procurement Schedule 26 C.4.2. Long Lead Items 26 C.4.3. Prequalification 26 C.4.4. Marketing 27 C.4.5. Pre-Proposal and Pre-Bid Conference (s) 27 C.4.6 Site Visits 27 C.4.7. Addenda (IFB’s)/Amendments (RFP’s) 27 C.4.8. Bid/Offer Evaluation 28 C.4.9. Negotiation 28 C.4.10. Notice(s) of RFP’s/IFB’s 28 C.4.11. Distributing Information 28
C.4.12. Record Keeping. 28 C.4.13. Services Covered in Lump Sum Price …………………………… 29
C.5. CONSTRUCTION PHASE SERVICES 29
C.5.1. General CM Services 29
C.5.2. Record Keeping 30
C.5.3. Progress Reporting 31
C.5.4 Schedule Control 32
C.5.5. Monitor Construction Budget 33
C.5.6. Meetings 33
C.5.7. Submittals 34
C.5.8. Progress and Final Payments 35
C.5.9. Safety 35
C.5.10. Infection Control 35
C.5.11. Inspection 36
C.5.12. Monitor Testing 37
C.5.13. Requests for Information 37
C.5.14. Contract Change Orders 37
C.5.15. Claims 39
C.5.16. Photography 40
C.5.17. General Conditions Items 40
C.5.18. University Purchases 40
C.5.19. Building Commissioning 40
C.5.20. Project Close-Out 40
C.5.21. Services Covered in Lump Sum Price 41
SECTION D - PROPOSAL PREPARATION AND SUBMISSION
SECTION E - EVALUATION AND AWARD CRITERIA 44
SECTION F - REPORTING/PERFORMANCE AND DELIVERY
SECTION G - OPTIONAL PRE-PROPOSAL CONFERENCE 48
SECTION H - MANDATORY CONTRACTUAL PROVISIONS 49
SECTION I - SPECIAL CONTRACTUAL PROVISIONS 57
SECTION J - METHOD OF PAYMENT 63
SECTION K - PRICING SCHEDULE 65
SECTION L - ATTACHMENTS 73
SECTION A - PURPOSE The Rector and Visitors of the University of Virginia, a Virginia public corporation (the "University"), seek to retain the services of a Construction Management firm (CM), for construction of the new Lee Street Medical Center Projects to include the Emily Couric Clinical Cancer Center (CCC), Hospital Bed Expansion (HBE), and the Lee Street Plaza (LSP). The purpose of this Request for Proposals (RFP) is to solicit sealed proposals and to establish a contract for the purchase of these services. This RFP sets forth the instructions for submitting proposals, the procedure and criteria by which the University will select one CM, and the contractual terms by which the University proposes to govern the relationship between itself and the selected CM.
The successful CM will join the TEAM of four, consisting of the University, the CM, and the two A/E’s. The CM's services will complement (as further defined by the CM Contract) the “full” Higher Education Capital Outlay Manual (HECOM) defined services already under contract with the architects, Zimmer Gunsul Frasca Partnership (ZGF) for the Emily Couric Clinical Cancer Center and Lee Street Plaza, and SmithGroup, Inc (SG) for the Hospital Bed Expansion. The University will hold the majority of the Construction Trade Contract(s). However, the University reserves the right to negotiate a CM-at-risk contract for these services. The University may allow the CM to provide any or all of the General Conditions Items, subject to the CM’s recommendation and prior University approval. The prior approval shall be evidenced by a written change order, signed by the CM and the University, which shall specify the General Conditions Item(s) agreed to be performed at the mark-up specified in Section K, Part J of the CM’s Price Proposal. This RFP, with any negotiated amendments, describes the full scope and nature of the services the CM shall provide. These services fall under the general categories of (a) Document Review Phase Services; (b) Procurement Phase Services; and (c) Construction Phase Services.
SECTION B - BACKGROUND B.1. INTRODUCTION. The Lee Street Medical Center Projects will have a significant impact on the clinical and architectural life of the University of Virginia Health System. The two components, Emily Couric Clinical Cancer Center and the Hospital Bed Expansion, add much needed clinical care space as well as create a sense of place for the Health System. The Emily Couric Clinical Cancer Center, a five story. 150,960 gross square foot structure, will anchor the northeast corner of Lee Street and Jefferson Park Avenue (JPA). This component will provide space to consolidate much of the Health System’s Clinical Cancer program in one building. Additionally, this component will enhance the gateway experience to the core patient care area of the Health System. The Hospital Bed Expansion will expand the North face of the University Hospital 34 feet from the ThirdFloor through the mechanical penthouse. This expansion will create space to add a 12 bed nursing unit on the third through eighth floors. In addition to adding space for potentially 72 additional inpatient beds, this expansion will provide the opportunity to change the appearance of the University Hospital, to enhance its visual prominence at the core of the Health System, and allow it to visually relate to the Emily Couric Clinical Cancer Center. The Lee Street Plaza will connect, physically and visually, the patient care elements of the Health System. A vertical transportation structure at the East Garage will collect pedestrians from the North and East Garages. A new pedestrian bridge will connect the North Garage to the Vertical Circulation Tower. An additional pedestrian bridge will connect the Vertical Circulation Tower to the University Hospital. A covered walkway will provide access to the Emily Couric Clinical Cancer Center to the East Garage. On Lee Street, at the entrance to the University Hospital, an oval traffic circle will be constructed. This element will provide a “sense of arrival” at the University of Virginia Health System. Renovations to the University Hospital Entrance and Lobby will be required as a result of the Lee Street Plaza elements. The successful firm will also be responsible for providing CM services as required for related support and ancillary facilities, utility relocations, and site improvements.
B.2 GOALS AND OBJECTIVES. The provisions of this section set out the goals and objectives of the University and do not impose obligations, duties, or responsibilities upon the CM in addition to, or independent of, those set out in the other provisions of this RFP and CM Contract. The CM will exercise its best professional judgment and perform the CM Contract in a manner that will conform to the accomplishment of these goals and objectives:
Ensuring the safety of patients, visitors, students, faculty and staff, to the University of Virginia Health System, and their access to essential areas. This entails planning for walkways, handicapped access, emergency vehicle access and barring entrance to construction areas. Also included are maintaining proper air quality, water quality, and cleanliness within the surrounding facilities and general neighborhood.
Ensure that the University of Virginia Health System remains fully operational and accessible throughout the Project.
Ensuring the Project remains within budget.
Ensuring the specific scheduling coordination needs of the University are met.
Ensuring the Project remains on schedule.
Ensuring the highest quality of workmanship is reflected in the new construction. The University must demonstrate to donors, faculty, and staff that the hard work undertaken and sacrifices made have been rewarded with a well constructed facility.
Ensuring the University Facilities Management project staff is kept apprised of work in progress, unusual disruptions, changes in schedules, etc. The University’s leadership is committed to minimizing problems by keeping the Health System well informed. Continual open communications will be essential to providing the information that will allow the Health System to plan and adjust incrementally.
Ensuring that all project submittals and construction are in compliance wit the design intent.
B.3. PROCUREMENT PROCESS. The University issues this RFP as part of the competitive negotiation procurement process as established by Section VII of the Exhibit “M” Management Agreement between the Commonwealth and the University “Policy Governing Capital Projects”, and the “University Procurement Rules” as contained in Section 4. and 7., Attachment 1, Rules Governing Procurement of Goods, Services, Insurance, and Construction. The HECOM sets forth the detailed policies and procedures to be followed by the University and CM in fulfilling procurement responsibilities.
The CM will be required to solicit, and administer for a fee with the University’s approval, all of the Construction Trade Contracts using the University Procurement Rules and HECOM procedures and options, including Invitations for Bids (IFB’s) and RFP’s. The RFP procedures include public advertisement, competitive sealed proposals, and negotiated technical aspects of the work and price. The IFB procedures include public advertisement, fixed price, and competitive sealed bids.
By submitting a proposal, CM's certify that all information provided in response to this RFP is true and accurate. Failure to provide information required by this RFP may ultimately result in rejection of the proposal.
B.3 . SMALL, WOMEN-OWNED, AND MINORITY (SWaM) FIRMS. It is the policy of the State and the University to contribute to the establishment, preservation, and strengthening of SWaM firms and to encourage their participation in State procurement activities. See H.11. SWaM Firm Utilization.
SECTION C - STATEMENT OF NEEDS
C.1. PROJECT DESCRIPTION, DEFINITIONS, AND REFERENCES. C.1.1. Project Description.
Project Name: University of Virginia
Lee Street Medical Center Projects
Project Codes 209-17155-01 and 209-17302-02
Architect/Engineer(s): Zimmer Gunsul Frasca Partnership, Washington, DC and SmithGroup, Inc., Washington, DC
Location of Project: Lee Street
Scope of Project: The proposed project will primarily consist of the following components:
A five level building consisting of approximately 150,000 gross square feet.
A 36,000 gross square feet expansion to an 8 level hospital building along with approximately 40,000 gross square feet of renovation.
Potential separate phases for the design and construction are as follows:
A 5 story vertical circulation structure attached to an existing garage
A conditioned pedestrian bridge across Lee Street
A conditioned pedestrian bridge across railroad tracks
A covered walkway connecting elements at grade
An oval traffic circle with soft and hardscaping features
Hospital Lobby renovations
Demolition of the West Health System Parking Garage
Demolition of the decommissioned Cavalier Electrical Substation
CCC Construction Documents Complete October 2007
HBE Schematic Design Complete: June 2007
HBE Preliminary Design Complete: December 2007
HBE Construction Documents Complete: September 2008
West Garage/ Substation Demo: April 2008
CCC Construction Start: June 2008
CCC Construction Substantially Complete: December 2010
HBE Construction Start: October 2008
HBE Construction Substantially Complete: August 2011
LSP Schematic Design Complete June 2007
LSP Preliminary Design Complete December 2008
LSP Construction Documents Complete July 2008
LSP Construction Start March 2009*
LSP Construction Complete August 2011*
* LSP will consist of several phases that must be coordinated around the CCC
C.1.3. Estimated Construction Trade Cost Range: $100 to $120 million
C.1.4. Abbreviations. This RFP uses the following abbreviations throughout.
A/E Architect/Engineer - Consultant
CAM Construction Administration Manager - University
CEX Construction Executive – CM
CFO Chief Facilities Officer
CM Construction Manager
CM PM CM Project Manager
CM SPM CM Senior Project Manager
DIR Director of Project - University
HECOM Higher Education Capital Outlay Manual
QCS Quality Control Superintendent
SPM Senior Project Manager - University
TET's Testing Engineers/Technicians
UARCH Architect for the University
VCCO Virginia Construction Contracting Officer
C.1.5. Definitions. C.1.5.1.Additional Services. This term refers to performance of additional services, that are outside the scope of the Basic Services, that the University may require, for which the University will execute, change orders based on the Price Proposal unit costs. See C.2.12. Additional Services.
C.1.5.2.Architect/Engineer (A/E). The A/E’s are the professional services contractors responsible to the University for design of the Project. The A/E’s, Zimmer Gunsul Frasca Partnership and SmithGroup, Inc., may perform additional services for the University during the procurement and construction phases. The referenced HECOM and attached HECO-7 CM, Higher Education Commonwealth of Virginia General Conditions for the Construction Contract with a Construction Manager, describe these services in detail. A/E services will include technical consultation services and submittal/shop drawing review. The CM assists the University in managing and administering the A/E contract and coordinates and conducts the final document reviews.
C.1.5.3.Architect for the University (UARCH). The UARCH is the University's representative at the Office of the Architect for the University with the authority to enter into, and/or terminate A/E contracts and make related determinations and findings. The UARCH is the final authority in all design matters relating to the Contract that is the product of this RFP process. The UARCH has overall responsibility for the A/E Contract through the Preliminary Design Phase and authorization to take action on behalf of the University to amend, change, or deviate from Contract terms, conditions, requirements, specifications, details, and/or delivery schedules. The UARCH may delegate responsibilities to his authorized representatives.
C.1.5.4. Basic Services. Basic Services are all those services described in this RFP that are not specifically defined as Additional Services.
C.1.5.5.Construction Administration Manager (CAM). The CAM’s are the University's employees who will be on the construction site assisting the University’s SPM’s and facilitating the CM's compliance with University polices and procedures and compliance with the Contract Documents, i.e.: utility shut downs, University moves, phased occupancy, and maintaining the functions of surrounding areas. There will be two CAM’s assigned to this project. One will have primary responsibility for the Emily Couric Clinical Cancer Center and Lee Street Plaza and one will have primary responsibility for the Hospital Bed Expansion.
C.1.5.6.Chief Facilities Officer (CFO). The CFO is the University's representative at Facilities Management with the authority to enter into, administer, and/or terminate contracts and make related determinations and findings, except as otherwise provided by law (e.g. change orders greater than $50,000 or 25% of a contract). The CFO is the final authority in all contractual matters relating to the Contract that is the product of this RFP process, as well as to any design, construction, or other type of contract associated with the Project. The CFO has overall responsibility for administration of the resultant Contract and authorization to take action on behalf of the University to amend, change, or deviate from Contract terms, conditions, requirements, specifications, details, and/or delivery schedules. The CFO may delegate responsibilities to his authorized representatives, including the VCCO.
C.1.5.7.CM Contract/the Contract. The CM Contract shall consist of: the Construction Management Services Contract Form; this RFP # 07-116, all RFP amendments, and all documents attached to, referenced, or incorporated in this RFP, including, but not limited to, the Mandatory Contractual Provisions and the Special Contractual Provisions; the awarded CM's Proposal Response and subsequent negotiated modifications thereto; and all modifications and change orders to be issued thereto, all of which documents are incorporated herein.
C.1.5.8. CM Project Manager (CM PM). The CM PM is the CM employee designated as the on-site assistant to the CM SPM responsible for overall day-to-day management services that the CM provides under the Contract that is the product of this RFP process.
C.1.5.9.CM Senior Project Manager (CM SPM). The CM SPM is the CM employee designated as the key, on-site representative of the CM responsible for overall day-to-day management services that the CM provides under the Contract that is the product of this RFP process.
C.1.5.10.Construction/Contract Documents. The A/E and CM prepare the construction documents to explain and describe in detail the design to potential Construction Trade Contractors for the initial purpose of procurement, and for the ultimate purpose of construction. The A/E’s working drawings provide the construction details. The A/E’s specifications provide the performance requirements of the materials. The Contract Documents include the trade contracts, addenda/amendments (which pertain to the Contract Documents), Trade Contractors' bids/proposals (including documentation accompanying the bid/proposal and any post-bid/proposal documentation submitted before the Notice of Award) when attached or referenced as an exhibit to the trade contracts, the Performance and Payment Bonds, the General Conditions, the Supplemental General Conditions, the Specifications, and the Drawings as specifically identified in the trade contracts, together with all change orders issued to the trade contracts.
C.1.5.11.Construction Executive (CEX). The CEX is the principal CM employee responsible for overall management, direction, and accomplishment of CM activities on this Project. The CEX may work part time on this Project. The CEX will attend the site progress meetings and review the site a minimum of once a week.
C.1.5.12.Construction Manager (CM). The CM is the Construction Management firm that the University will select to manage the construction document review, construction procurement, and actual construction for the University’s Lee Street Medical Center Projects with the University's Project Director (DIR), and Chief Facilities Officer (CFO) providing critical approvals as defined in this RFP. In managing this construction Project, the CM places an emphasis on meeting goals relating to safety, schedule, budget, scope, and quality. The CM provides management, technical, administrative, and quality control services to achieve these goals.
C.1.5.13.Construction Trade Contractors. The Construction Trade Contractors consist of the multiple CM, general contractor, construction trade, and/or vendor firms that successfully contract with the University, to be managed by the CM, to provide the services and materials identified in the Construction/Contract Documents.
C.1.5.14. Director (DIR). The Director of the Project is the University’s employee designated as the key point of contact. The DIR is responsible for the overall management of this Project. Responsibilities of the DIR include, but are not limited to, determining the adequacy of performance by the CM, according to terms and conditions of the CM contract; acting as the University’s representative in charge of work at the site; ensuring compliance with CM Contract requirements concerning the work; and advising the Facilities Planning & Construction’s Health System Division Director of any factors that may cause delay in performance of the work.
C.1.5.15. EvaluationCommittee. The Evaluation Committee is the group of senior-level University employees appointed to review letters of interest and statements of qualification, attend presentations by the CM's short-listed for interviews, and make the final CM selection.
C.1.5.16.General Conditions/Miscellaneous Items. This term refers to the provision of facilities or performance of work that relates indirectly to construction. The cost of the Field Office Staff General Conditions is provided on the Price Proposal Form per C.2.7 Office Facilities. Other Project General Conditions may be procured per the CM Mark-Up for General Condition Items contained in the Price Proposal, Part “J”. The University would prefer that the CM manage the provision of this work under Trade Contracts.
C.1.5.17.Higher Education Capital Outlay Manual (HECOM). The HECOM is the University of Virginia Higher Education Capital Outlay Manual. See C.1.6. References, for a description of this reference.
C.1.5.18.Inspector(s). The inspector(s), except as defined otherwise in this RFP for specific types of inspections, are employees of the CM and are responsible for performing field inspection work during construction; recommending (to the CM and, depending on the issue, also to the A/E’s and/or the University) approval or rejection of the Construction Trade Contractor's materials, workmanship, and equipment; monitoring safety provisions, see C.5.9. Safety; maintaining inspection logs and records including lists of defects and omissions; and other related activities. The CM shall ensure that a minimum of one CM inspector is on site whenever trade work is in progress.
C.1.5.19. Owner (University). The Commonwealth of Virginia and The Rector and Visitors of the University of Virginia, a Virginia public corporation.
C.1.5.20. Project. See Section C.1.1. Project Description. C.1.5.21.Quality Control Superintendent (QCS). The QCS is the CM employee designated as the key, on-site representative of the CM responsible for ensuring delivery of day-to-day construction quality management services to be provided by the CM under this Contract and in coordination with the CAM (The full scope of these services shall be defined by the CM in its response to this RFP, for approval by the University).
C.1.5.22 Senior General Engineer. The Senior General Engineer can provide the in-house design expertise for temporary structures during design and construction including sheeting, shoring, bracing, piles, etc.; utility relocation and coordination; temporary connections; etc.
C.1.5.23. Senior Project Manager (SPM). The SPM’s are the University’s employees responsible for the overall management of a Project component(s) and for initial approval of all related invoices. Responsibilities of the SPM’s for a Project component(s) include, but are not limited to, determining the adequacy of performance by the CM, according to terms and conditions of the CM Contract; acting as the University representative in charge of work at the site; ensuring compliance with CM Contract requirements concerning the work; and advising the DIR of any factors that may cause delay in performance of the work. There will be two SPM’s assigned to this project and reporting to the DIR. One will have primary responsibility for the Emily Couric Clinical Cancer Center and Lee Street Plaza and one will have primary responsibility for the Hospital Bed Expansion.
C.1.5.24.Testing Engineers/Technicians (TET's). The TET's are employees of an independent laboratory responsible for performing the testing services specified in the Construction/Contract Documents. The TET's will be under direct contract to the University. The University will either select the TET's from existing University term contracts, or direct the CM to procure TET's for the University using the State RFP process. The DIR must approve the TET's. The CM shall schedule and coordinate all testing. See C.5.12., Monitor Testing.
C.1.5.25. Virginia Construction Contracting Officer (VCCO). A VCCO is a University employee at Facilities Management that has earned that designation through training and testing on the Commonwealth of Virginia procurement regulations.
C.1.6.References. The University will make the following reference material or appropriate portions thereof available to the prospective CM on an as-required basis. The most recent editions of the referenced publications will apply.
University of Virginia Higher Education Capital Outlay Manual (HECOM), 2nd Edition, Revision VI, dated April 29, 2009, and all subsequent revisions. (Note Chapter VII, Section 7A.1.2, Codes, which identifies the Codes and Policies that are applicable).
CM Agency – General Conditions of the Construction Management Contract, HECO-7CM (latest edition available at contract award date) and Attachment L.6., Construction Management Services Contract.
University of Virginia, Facilities Management, Facilities Design and Construction Guidelines, (November 2004, 7th edition.)
C.2.STANDARD CM SERVICES. C.2.1.CM Responsibilities. C.2.1.1General Responsibilities. The CM shall perform all the services required under: 1) the base CM Contract; 2) options exercised; 3) Additional Services as directed in writing by the University; and 4) Change Orders to the CM Contract. The CM is responsible for providing the management, quality control, and administrative tasks needed to perform the services in a safe, expeditious and economical manner consistent with the CM Contract and the best interests of the University. The CM shall be responsible for achieving the Project goals concerning safety, schedule, budget, scope, and quality.
C.2.1.2.Services to be provided. The CM will provide professional, technical, administrative, and clerical personnel as needed to perform all required services including, but not limited to, those described in this RFP. The services described or specified shall not constitute a comprehensive specification having the effect of excluding services not specifically mentioned. The lump sum prices offered in the attached Price Proposal Form shall include all services described in this RFP, except those specifically designated as Additional Services. The CM shall provide Additional Services on the basis of priced change orders. See C.2.12., Additional Services. C.2.2.CM Staff.C.2.2.l.Core CM Staff. The CM shall assign and dedicate personnel to this Project sufficient in number, and with the requisite expertise and experience, to perform the duties described in the CM Contract. The full-time core CM staff listed below by phase is the minimum the University considers necessary to undertake the work. The University anticipates that the CM will supplement the core staff as needed throughout all phases with other employees, consultants, and/or subcontractors who will support the core staff on a daily basis and/or bring special skills and expertise to the Project.
1 Estimator (as required)
C.2.2.2.Removal of CM Employees. The CFO, as advised by the DIR, SPM(s) and CAM, shall have the right to remove immediately any CM employee at any time during the duration of the contract if the CFO determines, in his sole discretion, that the employee is not of the level of competence or ability required under the Contract, or if the employee is for any other reason found by the CFO, in his sole discretion, to be unsuitable for the work. In such case, the CM shall promptly submit the name and qualifications of a replacement according to the succession plan submitted by the CM with its proposal and approved by the University.
C.2.2.3.Personnel Replacements. In the event that any personnel named in the Technical Proposal Form are unable to perform their duties due to death, illness, resignation from the CM's employ, the CFO’s request for removal, or any other reason, the CM shall promptly submit to the DIR, in writing, the name and qualifications of a proposed replacement according to the approved succession plan. No substitution shall be made without prior approval of the DIR. The CM shall make any approved substitutions at no increase in the lump sum contract price; however, if the CM pays the replacement a lesser hourly wage or salary than the employee being replaced, the CM shall immediately make a reduction in the lump sum contract price that is equivalent to the difference in the wage or salary multiplied by the full-time equivalent work hours remaining in the Contract for the affected position, plus overhead and profit. In addition, if CM employees prematurely vacate positions, for any reason, the CM shall immediately make a reduction in the lump sum contract price that is equivalent to the salary or wage of the departed employee, plus overhead and profit, for the period of vacancy. For purposes of Contract price adjustments, wages and salaries referred to are those contained in the CM's Price Proposal Form. Because the University selects the successful CM based on the quality of its proposal, not necessarily the lowest price, any proposed replacement personnel shall be of the same general background and level of experience and expertise as the evaluated personnel.
C.2.2.4.Failure to Provide Qualified Personnel. CM personnel must meet the stated requirements and be acceptable to the University to perform the contracted services. The University may deem repeated failure or excessive delay by the CM to provide qualified personnel, or qualified replacement personnel, sufficient reason to terminate work under the Contract in whole or in part. Section F.4., Overall Performance/Default shall provide the terms of termination.
C.2.2.5.Special Personnel Qualifications. Special personnel required for Additional Services outside the scope of Basic Services shall have qualifications as recommended and approved by the DIR appropriate to the nature of the service being provided.
C.2.2.6.Subcontractors and Consultants. The DIR shall approve in writing any proposed subcontractor or consultant required by the CM for services covered by the CM Contract before the CM awards the subcontract or agreement. Any substitution of approved subcontractors and consultants shall likewise be subject to prior approval of the DIR.
C.2.2.7.Orientation of Personnel. The CM shall send approved key personnel to the University's Facilities Planning and Construction Department for two days of orientation in University procedures and policies as well as a detailed briefing on each of the Lee Street Medical Center Projects immediately following the CM Contract Award. Additionally, these personnel will attend one day of orientation in University Health System procedures and policies with special emphasis on Infection Control and Patient Traffic Flow. Subsequent to orientation, it shall be the responsibility of the CM to provide orientation to CM employees, subcontractors, and consultants in the performance of the CM Contract. The CM shall ensure that all personnel are knowledgeable of applicable University and University Health System regulations, procedures, policies, and requirements of the Contract affecting the conduct of the work. The University shall arrange orientation immediately after acceptance of qualifications of key personnel, when the University initiates additional phases, as required by personnel changes, and/or at other times at the discretion of the DIR.
C.2.3. Record Keeping and Progress Reports. C.2.3.1.Record Keeping. A primary responsibility of the CM is to prepare correspondence and other documentation and to maintain accurate and detailed records of the Project's progress during each phase. The CM will be required to treat the Emily Couric Clinical Cancer Center, the Hospital Bed Expansion, and the Lee Street Plaza as separate projects. The CM will research and prepare draft submittals for the University and the A/E’s in connection with the University's responsibility for filing documents required for the approvals of governmental authorities having jurisdiction over the Project. The CM is to maintain the University's records to facilitate document storage and retrieval. See C.3., C.4., and C.5., Document Review, Procurement, and Construction Phase Services for specific documents, files, logs, etc.
C.2.3.2.Progress Reports. The CM shall prepare biweekly reports for the University to document Project actions and to keep the University's managers apprised of progress. The reports shall cover all relevant topics, including schedule, budget, submittals, change orders, clarifications, meetings, and other topics conducive to the success of the Project. The CM shall maintain frequent contact by telephone, site visits, meetings, email, etc., with all parties involved with the Project and submit prepared progress reports to the DIR. The CM shall submit separate progress reports for the Emily Couric Clinical Cancer Center, the Hospital Bed Expansion, and the Lee Street Plaza. See C.3., C.4., and C.5., Document Review, Procurement, and Construction Phase Services for specific contents and frequency of reports.
C.2.4.Master Project Schedule. Within 14 days after the University issues the Notice of Intent to Award the Contract, the CM will submit to the DIR a system to plan for and report on the status of the three major components of the Project. The system shall include computer-generated milestones and an initial master Critical Path Method (CPM) milestone schedule of the appropriate activities to successfully complete the Project (or as otherwise agreed by the University and CM). The CM shall update the master CPM schedule at least monthly, or as required by the DIR, and submit the updated schedule to the DIR not later than the 5th working day of each month. The CM shall coordinate and integrate the CM, University, and A/E’s responsibilities in the schedule and highlight critical and long-lead-time items. See C.3., C.4., and C.5., Document Review, Procurement, and Construction Phase Services for specific scheduling requirements.
C.2.5.Budget Control. The University's DIR has overall responsibility for monitoring the Project budget. Separate budgets must be maintained for the Emily Couric Clinical Cancer Center, the Hospital Bed Expansion, and the Lee Street Plaza. The CM provides all required support for the SPM in monitoring the budget by maintaining budget records and reporting on the status of the budget in the CM's monthly progress reports. The monthly reports include construction costs and related administrative costs in a format that includes actual obligations and projected obligations against available funds. The DIR will approve the specific content and format for budget reporting for each component of the Project. The CM will monitor the status of the budget continuously, advising the DIR of all potential savings and/or shortfalls.
C.2.6.Meetings. The CM will schedule and conduct meetings as necessary for the successful completion of the Project and as directed by the DIR. In conjunction with meetings, the CM will schedule and arrange for meeting places; provide advance notice of meetings to attendees; prepare and distribute agenda to all attendees before meetings; and chair meetings, addressing all old and new business, recording minutes, and controlling discussions to focus on results and the resolution of problems. See specific meeting and conference requirements under C.3., C.4., and C.5., Document Review, Procurement, and Construction Phase Services.
C.2.7.1.CM Staff. The CM will provide and administer University approved on-site shared office facilities with heat/cooling, plumbing, toilet facilities, personal computer-related equipment, copier, fax (with phone line), telephones (including multiple University lines with long distance access codes, and at least one phone in the meeting space equipped for conference calls), high-speed internet access, janitorial services, furniture, and office supplies as part of the lump sum Contract price. The CM will pay for all construction site Office Facilities utilities directly. The CM is required to set-up and maintain any required IT services for the site offices. The University’s IT staff will assist as required. The CM's provision of any other University approved office facilities shall be a reimbursable expense.
C.2.7.2.University Staff. The CM is to include on site equivalent connected work space for three (3) University staff. The University staff will provide their own computer-related equipment. The facility will provide a conference room with table and chairs to accommodate up to 20 people that the University and the CM will share.
C.2.7.3.A/E Staff. Critical members of the A/E’s staffs will be on-site and require space for three (3) staff personnel in the shared workspace.
C.2.8.Travel. The CM shall include in the lump sum Contract price all travel necessary to perform services described in the Contract and relocation costs. If circumstances require CM personnel to travel during performance of the Contract for reasons that no one could anticipate before award or to satisfy unforeseen Project requirements, then the DIR must authorize such travel in advance or the University will not reimburse the CM. The University and the CM will negotiate a lump sum for such travel. Allowable travel amounts shall not exceed the allowable per diem rates for mileage, meals, and lodging in the travel policy of the Commonwealth of Virginia that is in effect at the time the University awards the Contract, or as may be amended later.
C.2.9.Relationship With Other Contractors. C.2.9.1.Architect/Engineers (A/E’s). The CM shall not construe anything in the Contract to mean that the CM assumes any of the contractual responsibilities or duties of the A/E’s. The A/E’s are solely responsible for the Project design and shall perform all design and contract administration related services according to their contracts with the University.
C.2.9.2.Construction Trade Contractors. The CM shall not construe anything in the Contract to mean that the CM assumes any of the contractual responsibilities or duties of the Construction Trade Contractors. Each Construction Trade Contractor is responsible for construction means, methods, sequence of its own work, and procedures used in the construction of the Project, and for related performance in accordance with its contract with the University. The CM is responsible for integrating the sequencing and scheduling of all separate Trade Contracts and notifying the DIR of any problems that have the potential for jeopardizing the Project goals relating to safety, schedule, cost, quality, or scope. Lee Street is the major access to this project. A major task for the CM will be coordinating Construction Trade Contractor needs for deliveries, lifting, etc. while maintaining access for patient/staff traffic and emergency vehicles.