FY22 Facilities Task Order B – Refurbishment and Infrastructure Projects focused on Facility Improvements within the NCI at Frederick Campus

2022 财年设施任务订单 B — 翻新和基础设施项目，重点关注弗雷德里克校区 NCI 内的设施改进

• 批准号: 10815678
• 负责人: ETHAN DMITROVSKY
• 金额: $ 120.16万
• 依托单位: LEIDOS BIOMEDICAL RESEARCH, INC.
• 依托单位国家: 美国
• 财政年份: 2022
• 资助国家: 美国
• 起止时间: 2022-04-26 至 2025-10-24
• 项目状态: 未结题
• 来源: https://reporter.nih.gov/project-details/10815678
• 关键词: Acceleration; Accreditation; Agreement; American; Area; Authorization documentation; Award; Budgets; Businesses; Certification; Code; Computer software; Contingency Fund; Contractor; Contracts; Cost Control; Critical Pathways; Data; Development; Documentation; Effectiveness; Elements; Engineering; Ensure; Event; Exhibits; Expenditure; Feedback; Funding; Government; Growth; Guidelines; Hour; In complete remission; Infrastructure; Maintenance; Manuals; Marketing; Methodology; Monitor; Notification; Parents; Performance; Policies; Procedures; Process; Professional Organizations; Quality Control; Reaction Time; Recovery; Regulation; Reporting; Schedule; Services; Site; Specific qualifier value; Strategic Planning; System; Techniques; Time; United States National Institutes of Health; Work; authority; cost; cost estimate; design; improved; indexing; meetings; operation; professional atmosphere; programs; quality assurance; risk mitigation

Statement of Work Appendix: General Requirements FY22 Facilities Task Order B – Refurbishment and Infrastructure Projects focused on Facility Improvements within the NCI at Frederick Campus1. General RequirementsIn accordance with FFRDC SOW, Maintenance plans shall be compatible with elements of the current Interagency Agreement including any revisions thereto, between the U.S. Army Garrison (USAG), Fort Detrick, and the NCI at Frederick with the Contractor performing those functions designated as the responsibility of the NCI at Frederick. The Contractor’s work and responsibility shall include all planning, programming, engineering, maintenance, administration, and management necessary to provide work as specified. The Contractor shall ensure that staffing hours and levels are sufficient to meet the Government’s needs. The work shall be conducted in accordance with the FFRDC SOW, Exhibit 1, Regulations/Certifications/Accreditations/Guidelines. 2. Facility Operations & Management of Planned WorkThe Contractor shall work closely with the Government to determine needs and priorities associated with customer requirements. The Contractor shall coordinate with EHS during project concept, design, and closeout to ensure project milestones submitted in project schedules are reflective of both FME and EHS requirements. a) Planned Work ManagementThe Contractor shall have the authority to manage all aspects of work orders to include, but not limited to, the use of approved project budget, schedule, and project quality. The Contractor shall estimate the project contingency needs using qualitative and quantitative metrics, approval must be obtained in accordance with the task order terms and conditions prior to any release of contingency funds. The Contractor shall keep the customer and FME COR informed of project progress. All project changes must follow Facility Change Management process. During task order performance when an impact to scope, cost, schedule or performance is identified the Contractor shall notify the Government by inclusion in the monthly progress notification. If the critical path is changed the notification shall include an explanation of the cumulative events that resulted in the change, Fragnet, and risk mitigation strategy including schedule recovery and/or acceleration. Contractor shall coordinate across all directorates to ensure each project has an integrated Master Schedule. b) Planned Work CloseoutThe Contractor shall work collaboratively with the FME COR to establish standard practices for project closeout. The Contractor shall consistently apply closeout practices. Contractor shall ensure project 09/26/2019 2 close-out consideration in scope/cost/schedule account for processes across all Contractor business directorates. 3.Facility Strategic Planning As a component of the development and ongoing growth and refinement of the Facilities Operations Manual required per the parent IDIQ, the Contractor shall continually assess and analyze all aspects of Facility, Maintenance and Engineering activities. The Contractor shall seek to consider procedures to improve efficiency in facilities, maintenance, engineering, and renovation/ alteration/ maintenance/ refurbishment/ improvement projects. The Contractor shall to seek to identify improvements in all aspects of performance that will increase the effectiveness or efficiency of contract performance. Identified improvements shall align with Government requirements, customer feedback, and stakeholder input. 4.Quality Assurance/Quality Control (QA/QC) Contractor shall develop and maintain a baseline program of quality assurance (QA) and quality control (QC) that will document performance and quality standards, and management controls and assessment techniques to ensure components, services, and products meet HHS/NIH/NCI’s design criteria and other governing and applicable specifications. The Contractor shall identify policies and procedures to improve performance and efficiencies in all project areas. The Contractor shall establish and maintain an effective quality control (QC) system. QC consist of plans, procedures, and organization necessary to produce a product which complies with the Contract requirements. Contractor shall provide Construction Quality Management (CQM) plan to ensure that work is performed according to plans and specifications, on time, within a defined budget, and a safe work environment. Contractor shall provide a detailed Quality Control Plan (QCP) for all projects > $50,000.00, contractor shall identify certified Quality Control Manager for all projects >$1m. The contractor has primary responsibility for compliance with plans and specifications. 5.Cost control (Estimating The Contractor shall use historical data, market analysis, and “RS Means” software to develop cost estimates of any change requests and/ or impact analysis reports. The Contractor must adhere to the requirements established in the DRM (Section 1.6.3). The Contractor shall also follow American Society of Professional Estimators (ASPE) methodology. 6.Meetings The following meetings between the Contractor and NCI designated representatives are held, non-severable projects awarded on task orders shall be included in content and discussions as applicable: 1)FME Operations Meeting (Weekly) This meeting to include FME, MOSB, and FME COR shall be held weekly to review and discussprogram operational priorities and performance. 2)Plan of the Week (POW) Meeting (Weekly) 09/26/2019 3 This meeting to include FME, EHS, Program Representatives, MOSB, OSO and FME and EHS CORs shall be held weekly to review status of all new work orders, work orders in development, and approved work orders. 7.Tracking and Monitoring of Metrics Under the requirements of the NCI FFRDC Operational Task Order the Contractor and the FME COR shall identify Key Performance Indicators that have designated targets. Once identified, the Contractor shall track and monitor metrics to the identified KPIs. For planned work awarded under non-severable task orders, the Contractor shall track and monitor, at a minimum, the following metrics: •Percentage of Work orders (WO) rescheduled from the initial approved schedule. •Work order expenditure by type: oGeneral Work Order oInspection oEmergency oCorrective Maintenance •Percentage of Planned WOs verses all other WOs •Backlog (Funding threshold) oSpecial Assists •Work order backlog including 30+ days total and per shop •Work order completion response time per shop •Shop support to FME Planned Work Orders, hours and percent of total 8.Contingency Contingency notifications shall include: 1-Narrative explanation of need for contingency use 2-Contingency log tracking each instance of contingency use, amount, subtotal, and remainingbalance 3-Contingency Index Calculation •Contingency Index = Physical % Complete / % Contingency Expended. 4-Supporting documentation as applicable, including but not limited to: •PCO •RFIs •Bulletins •Submittals •Change order code: oAE error omissions oUnforeseen site conditions oUser directed change requests •Inspections •Schedule change -Fragnet 09/26/2019 4 Additional contingency requirements: 1.If LBR’s ‘Best & Final’ subcontractor award is lower than LBR subcontractor estimateper NCI award amt, then all excess funds must be returned to NCI controlled reservewithin 15 business days. 2.LBR Direct labor cannot use project contingency unless approved by NCI FME CORand CO. 3.NCI Reserves the right to request additional information

工作说明书附录：一般要求 2022 财年设施任务指令 B – 翻新和基础设施项目重点关注弗雷德里克校区 NCI 内的设施改进1。一般要求 根据 FFRDC SOW，维护计划应与美国陆军驻军 (USAG)、德特里克堡和弗雷德里克 NCI 之间的当前机构间协议的要素（包括其任何修订）兼容，承包商履行指定为弗雷德里克 NCI 职责的职能。承包商的工作和责任应包括提供指定工作所需的所有规划、编程、工程、维护、行政和管理。承包商应确保人员配备时间和水平足以满足政府的需求。该工作应按照 FFRDC SOW、附件 1、法规/认证/认可/指南进行。 2. 设施运营和计划工作管理承包商应与政府密切合作，以确定与客户要求相关的需求和优先事项。承包商应在项目概念、设计和收尾期间与 EHS 进行协调，以确保项目进度表中提交的项目里程碑反映 FME 和 EHS 要求。 a) 计划工作管理承包商应有权管理工作订单的各个方面，包括但不限于批准的项目预算、进度和项目质量的使用。承包商应使用定性和定量指标来估计项目应急需求，在发放应急资金之前必须根据任务订单条款和条件获得批准。承包商应随时向客户和 FME COR 通报项目进展情况。所有项目变更必须遵循设施变更管理流程。在任务订单执行期间，如果发现对范围、成本、进度或绩效产生影响，承包商应通过将其纳入每月进度通知中来通知政府。如果关键路径发生更改，通知应包括对导致更改的累积事件、Fragnet 和风险缓解策略（包括计划恢复和/或加速）的解释。承包商应协调所有部门，以确保每个项目都有一个综合的主进度表。 b) 计划的工作收尾承包商应与 FME COR 合作制定项目收尾的标准实践。承包商应始终如一地采用收尾做法。承包商应确保工程 2019年9月26日 2 对所有承包商业务部门的流程的范围/成本/进度帐户进行收尾考虑。 3.设施战略规划 作为母公司 IDIQ 要求的设施运营手册的开发、持续增长和完善的一部分，承包商应不断评估和分析设施、维护和工程活动的所有方面。承包商应设法考虑提高设施、维护、工程和翻新/改造/维护/翻新/改进项目效率的程序。承包商应寻求在履约的各个方面进行改进，以提高合同履约的有效性或效率。确定的改进应符合政府要求、客户反馈和利益相关者的意见。 4.质量保证/质量控制（QA/QC） 承包商应制定和维护质量保证 (QA) 和质量控制 (QC) 基线计划，记录性能和质量标准以及管理控制和评估技术，以确保组件、服务和产品符合 HHS/NIH/NCI 的设计标准以及其他管理和适用规范。承包商应确定提高所有项目领域绩效和效率的政策和程序。承包商应建立并维护有效的质量控制（QC）体系。质量控制包括生产符合合同要求的产品所需的计划、程序和组织。 承包商应提供施工质量管理 (CQM) 计划，以确保工作按照计划和规范、按时、在规定的预算内以及安全的工作环境进行。承包商应为所有 > 50,000.00 美元的项目提供详细的质量控制计划 (QCP)，承包商应为所有 > 100 万美元的项目指定经过认证的质量控制经理。承包商对遵守计划和规范负有主要责任。 5.成本控制（估算 承包商应使用历史数据、市场分析和“RS Means”软件来制定任何变更请求和/或影响分析报告的成本估算。承包商必须遵守 DRM（第 1.6.3 节）中规定的要求。承包商还应遵循美国专业估算师协会 (ASPE) 的方法。 6.会议 承包商和 NCI 指定代表之间举行以下会议，根据任务订单授予的不可分割项目应包含在适用的内容和讨论中： 1)FME运营会议（每周） 该会议包括 FME、MOSB 和 FME COR，应每周举行一次，以审查和讨论计划运营优先事项和绩效。 2）本周计划（POW）会议（每周） 2019年9月26日 3 该会议应每周举行一次，成员包括 FME、EHS、项目代表、MOSB、OSO 以及 FME 和 EHS COR，以审查所有新工单、开发中的工单和已批准工单的状态。 7.指标的跟踪和监控 根据 NCI FFRDC 操作任务指令的要求，承包商和 FME COR 应确定具有指定目标的关键绩效指标。一旦确定，承包商应跟踪和监控已确定的 KPI 的指标。对于根据不可分割任务订单授予的计划工作，承包商应至少跟踪和监控以下指标： •从最初批准的时间表重新安排的工单(WO) 的百分比。 •按类型划分的工单支出： o一般工单 o检查 o紧急情况 o纠正性维护 •计划中的WO相对于所有其他WO的百分比 •积压（资金门槛） o特别协助 •工单积压，包括每个商店总共 30 天以上的积压工作订单 •每个商店的工单完成响应时间 •车间对 FME 计划工单、工时和总百分比的支持 8.意外事件 应急通知应包括： 1-应急使用需要的叙述性解释 2-应急日志跟踪应急使用的每个实例、金额、小计和剩余余额 3-列联指数计算 • 意外事件指数= 实际完成百分比/意外事件支出百分比。 4-适用的支持文件，包括但不限于： •PCO •RFI •公告 •提交材料 •更改订单代码： oAE 错误遗漏 o不可预见的现场条件 o用户引导的变更请求 •检查 •日程变更-Fragnet 2019年9月26日 4 额外的应急要求： 1.如果 LBR 的“最佳和最终”分包商奖励低于 LBR 分包商估算的 NCI 奖励金额，则所有超额资金必须在 15 个工作日内退还至 NCI 控制储备。 2.LBR 直接人工不得使用项目应急费用，除非得到 NCI FME COR 和 CO 批准。 3.NCI 保留要求提供更多信息的权利