CONTACTS 
0201 - Corps of Engineers, SFD            415 977 8400 fax 8483
020101 - Mr. Thompson F. Keesling, Architect; Assistant Chief =415 977 8473/8701
020102 - Construction Operations Division   =415 977 8480
0202 - Corps of Engineers, Sausalito      415 331 0404 fax or 800...
020201 - Mr. Leonard SooHoo, P.E.; Chief; Construction Service Branch

SUBJECTS
Richmond Scope of Services, 970225

0703 -    ..
0704 - Summary/Objective
0705 -
070501 - Follow up ref SDS 18 line 75, ref SDS 17 line 83.
070502 -
070503 - Reviewed changes needed in formatting the scope of services and
070504 - correlating with developing an adequate organization structure for
070505 - Contract Administration and Communication Metrics support on the
070506 - Richmond project and for the Construction Services Branch.  Developed
070507 - ideas for field trips to research implementaion of RMS.
070508 -
070509 -
070510 -
0706 -
0707 -
0708 - Discussion
0709 -
070901 - Contract Audits for Pay Rates Should Not Delay Start of Support
070902 -
070903 - We considered Sue Fairchild's  memo, ref DRP 9 line 20, from the
070904 - meeting with Leonard yesterday, ref SDS 19 line 83.
070905 -
070906 - Tom feels the audit will not require special preparation by me of
070907 - something for the auditors to examine.  He said the auditor will
070908 - simply report there is no history of rates to examine for the
070909 - classifications we are proposing.
070910 -
070911 - Tom also indicated COE can award the work as soon as the SBA submits
070912 - its documentation, rather than wait for the audit to be performed,
070913 - since sometimes it can take 6 months.
070914 -
070915 -
070916 -
070917 - Coordinate with Luster on RMS and Communication Metrics
070918 -
070919 - We considered having a discussion with Luster about their scope and
070920 - the ideas about having them subcontract Communication Metrics.  Tom is
070921 - thinking of having this discussion after I complete the initial scope
070922 - of services for the tasks discussed with Monti, Tom Benero and Sue, on
070923 - Tuesday, ref SDS 17 line 134.
070924 -
070925 -      [See follow up at ref SDS 21 line 160 sending scope of services
070926 -      to Luster and message on coordinating with Welch on Communication
070927 -      Metrics ref SDS 21 line 217.]
070928 -
070929 - I reviewed the discussion with Leonard yesterday about having Luster
070930 - support implementation of RMS, and to maintain a conventional record
070931 - in parallel.  Some of this scope is already covered in the
070932 - Communication Metrics scope, and the result will be that this smaller
070933 - project could wind up being over staffed relative to Oakland.  There
070934 - was discussion this morning that such additional staffing reflects the
070935 - results on Oakland that indicate a greater effort is needed, and that
070936 - introducing new automated business systems (i.e., RMS, CFMS, PROMIS
070937 - and Open Plan), requires added transition support.
070938 -
070939 - We considered Leonard's objective to include in Task 2 and 4 some
070940 - Contract Administration support.  Tom suggests using the Contract
070941 - Administration Guide in Max's office to develop particular scope
070942 - elements to supplement Communication Metrics.  We need to structure
070943 - the position so it is clear that ultimate authority rests with COE
070944 - personnel, which is the way the current Scope of Services is prepared.
070945 -
070946 - I explained that commingling Luster Contract Administration in a Task
070947 - Order with Communication Metrics seems to create complexity in
070948 - preparing the scope of services.  We decided to meet to consider how
070949 - to parse the scope cleanly, so we don't create more problems than
070950 - Contracting is trying to solve by using the task order approach.
070951 -
070952 -
070953 -
0710 -
0711 -
0712 - 1104 called Max
0713 -
071301 - Advised of meeting with Leonard yesterday, ref SDS 19 line 90, and
071302 - discussion with Tom Keesling, per above, about including Contract
071303 - Administration in the A-E scope, and using the Construction Contract
071304 - Administration Guide (CCA) to develop language in the scope of
071305 - services.
071306 -
071307 - I asked if I can borrow Max's copy for a day or two for guidance in
071308 - formulating language to accomplish this objective.  He agreed.
071309 -
071310 -
0714 -
0715 -
0716 - 1139 met with Max
0717 -
071701 - Obtained the CCA per above.
071702 -
071703 - Max mentioned efforts to support an initiative by LTC Thompson to
071704 - improve the organization of the District.  Plans are being formulated
071705 - evidently in parallel with needs analysis, and these may not yet be
071706 - entirely in sync.  Possibly more should be done to evaluate needs
071707 - before specific changes are made.  There was discussion that changes
071708 - may have been initiated from the chain of command, but Max expressed a
071709 - sense that the DE is requesting approval to make organization changes,
071710 - and that if successful, this would reflect well on the District and
071711 - the DE.  Max said something about a General not being involved.
071712 -
071713 - I mentioned having heard last Friday from General Hatch approving use
071714 - of his name in the evaluation being prepared for Communication Metrics
071715 - on the Oakland project, ref SDS 12 line 92.  We discussed briefly
071716 - Hank's assignment as president of the Fluor Daniel unit awarded the
071717 - contract to cleanup Hanford.  Max mentioned that at one time the Corps
071718 - of Engineers was involved in that project.  Discussions with Hank last
071719 - year indicate that DOE is managing the Fluor Danile contract.
071720 -
071721 -
071722 -
071723 -
0718 -

SUBJECTS
Shoaling
Surveys Predredge, Postdredge

0905 -
090501 - Shoaling Spec on Richmond Same as Oakland
090502 -
090503 - We discussed Tom Benero's 970311 letter to Dutra on implementing the
090504 - contract specification on shoaling.  I explained my sense that the
090505 - letter seemed to be well written and researched; however, it may
090506 - present an equity issue for COE and the contractor to address with
090507 - respect to removing any shoaling that needs to be removed in order to
090508 - reach plan grade, which would otherwise be performed under O&M.
090509 -
090510 - I discussed this later with Tom Keesling and he mentinoed having
090511 - discussed it with Chris Shields, but remains unclear why the spec for
090512 - Richmond was not changed to avoid the confusion that occurred on
090513 - Oakland.  Tom mentioned they have good pricing history from the Manson
090514 - O&M work done in December and January on Oakland.
090515 -
090516 -
090517 -
0906 -

SUBJECTS
Richmond Scope of Services, 970225

1204 - 1210 meeting with Tom
1205 -
120501 - After obtaining the CCA from Max, per above, Tom and I met to review
120502 - discussions on Tuesday, ref SDS 17 line 133, reflected by letters from
120503 - Tom, ref DRP 8 line 24, and Sue, ref DRP 9 line 22, and my meeting
120504 - with Leonard yesterday, in order to clarify how to make the changes
120505 - requested in the Scope of Services.
120506 -
120507 -
120508 - Scope of Services Task Orders
120509 -
120510 - Today, we started by reviewing our understandings on 970225, ref SDS 9
120511 - line 134, of organizational structure for supporting the Construction
120512 - Services Branch and for the Richmond project that Communication
120513 - Metrics will have one person at the Richmond jobsite, one person to
120514 - support Leonard at the Construction Services Branch in Sausalito, and
120515 - myself as a principal and Communication Manager to support the
120516 - Communication Metrics staff, and ensure major meetings are adequately
120517 - reported, i.e., a record like this one gets created when needed to
120518 - sort out complex stuff.  Consideration was also given in our
120519 - discussion today to the current and developing skills of Communication
120520 - Metrics staff in using the SDS program.
120521 -
120522 - Standard organization structure would have the Communciation Metrics
120523 - staff report through the A-E "Project Manager" but on this project our
120524 - approach should be different, because Communication Metrics is outside
120525 - the A-E's expertise.  COE staff who have interacted with Communication
120526 - Metrics have an awarenss of this role that the A-E cannot have until
120527 - it gains exposure to it through performance of the project.
120528 -
120529 - Tom plans to discuss with Monti tomorrow the need to divide the scope
120530 - of services into separate task orders.
120531 -
120532 - We considered the idea today that a separation might be useful if we
120533 - make Communication Metrics a separate Task Order scope.  It might also
120534 - be useful to make RMS support a separate Task Order from both
120535 - Inspection and from Communication Metrics.  The idea wold be that
120536 - Communication Metrics will inherently support RMS, since they do
120537 - related things, i.e., use technology to support Contract
120538 - Administration.  This would give the Corps the flexibility to have
120539 - Luster provide an identical Inspection support to that found useful on
120540 - the Oakland project provided by Gahagan and Bryant, and also support
120541 - RMS if it turns out to be necessary.  Possibly this would over
120542 - complicate COE administration.
120543 -
120544 - Tom feels the A-E Project Manager for Inspection under Task Orders 1
120545 - and 3, can provide Contract Administrative support for RMS, as Leonard
120546 - suggested yesterday, rather than specify another person under Task
120547 - Orders 2 and 4.  This seems to suggest that task orders 1 and 3 will
120548 - cover inspection and contract admin support to implement RMS; task
120549 - orders 3 and 4 will provide Communication Metrics to support Contract
120550 - Administration under task orders 1 and 2.  This will provide a clear
120551 - delination between responsibilities, and we can make the appropriate
120552 - reporting channels for task support and administration to reflect this
120553 - differentiation.
120554 -
120555 - Therefore, we decided to call Task Orders 1 and 3 Contract
120556 - Administration, and Task Orders 2 and 4 Communication Metrics then
120557 - create the correlations in the body of the tasks.
120558 -
120559 -
120560 -
1206 -

SUBJECTS
Richmond Scope of Services, 970225
Automated Management, Keesling's Assignment

1505 -
150501 - RMS Implementation Research Field Trips Being Developed
150502 -
150503 - We discussed understandings from the meeting yesterday with Mike
150504 - Murphy and Leonard that Tom is planning orientation field trips to
150505 - research implementation of RMS, ref SDS 19 line 165.  Tom will review
150506 - with Mike and Leonard about scheduling timely research to facilitate
150507 - application for the Richmond project.  An important objective is to
150508 - get a good record of what transpires on the field trip, so it can be
150509 - analysed later for implications that may not be apparent during the
150510 - trip itself.
150511 -
150512 -      [See follow up meeting with Max on 970320, ref SDS 22 line 216.]
150513 -
150514 -
150515 -
1506 -

SUBJECTS
Richmond Scope of Services, 970225
Automated Management, Keesling's Assignment
Construction Services Branch, Sausalito

2006 -
200601 -  ..
200602 - Organization Structure for Richmond and CSB Will Be Reviewed
200603 -
200604 - Considered the new project situation Mike Murphy raised yesterday and
200605 - Leonard's plan to requisition resources to meet growing needs for
200606 - management support, per ref SDS 19 line 150.
200607 -
200608 - Tom feels we should meet next week to examine Leonard's organization
200609 - chart from our work on 970225 to clarify reporting relationships, and
200610 - to ensure the scope of services we develop is consistent.  This
200611 - reflects discussions with Leonard and Mike Murphy yesterday on
200612 - determining organization needs for the Construction Services Branch,
200613 - ref SDS 19 line 150.  We tentatively set Tuesday for this meeting,
200614 - since they have a meeting with Dutra and the Port of Oakland on
200615 - Monday.
200616 -
200617 - Tom asked me to coordinate this with Leonard, per below. ref SDS 0
200618 - 8333
200619 -
200620 -      [See meeting on 970317, ref SDS 20 8494.]
200621 -
200622 -
200623 -
2007 -

SUBJECTS
Richmond Scope of Services, 970225

2204 -
220401 - Communication Metrics Staff Pay Rates Based on Added Value
220402 -
220403 - Tom will contact Sue Fairchild to get a sample proposal for an open
220404 - ended Task Order procurement process, as is planned to be used on
220405 - Richmond.
220406 -
220407 -      [See information developed at ref SDS 20 line 251.]
220408 -
220409 - Discussed the process for identifying the pay rates.  At this time the
220410 - Oakland Harbor project is the most recent history of acceptable rates
220411 - for a Communication Manager.  Communication Metrics staff with lessor
220412 - SDS skills will be specified in the Scope of Services, will justify
220413 - reduced payment rates, based on the added value of applying the SDS
220414 - program over the course of the project.  The Communication Agent will
220415 - be an experienced project manager at the GS 13 level, who will have
220416 - 20% SDS skills to support Communication Metrics.  The Communication
220417 - Administrator will an experienced Project Administrator at the GS 10
220418 - or 11 level, and has 60% SDS skill to support Communication Metrics.
220419 - Thus, both positions require support from the Communication Manager to
220420 - ensure that Communication Metrics is adequately performed by SDS.
220421 -
220422 - Tom mapped out a form that will be used by the A-E and the
220423 - Communication Metrics subcontractor to submit pay rates.  It reflects
220424 - Sue Fairchild's memo to Leonard yesterday, ref DRP 9 line 34.  He
220425 - explained the typical process of using employee pay rates and adding
220426 - percentages for burden and profit.  We considered that since the
220427 - Communication Metrics scope is essentially separate, the markup by the
220428 - A-E should be in the range of 5%.
220429 -
220430 -
220431 -
2205 -
2206 -
2207 -

SUBJECTS
Richmond Scope of Services, 970225
Automated Management, Keesling's Assignment
Construction Services Branch, Sausalito

2606 - 1437 called Leonard
2607 -   ..
260701 - Per above discussion, ref SDS 0 1308, advised of Tom's idea to
260702 - meet on Tuesday to review Leonard's first draft of the organization
260703 - charts for the Richmond project and the changes at the Construction
260704 - Services Branch.  I explained the idea to generally conform the scope
260705 - of services to the organization structure that Leonard wants to use.
260706 -
260707 - Leonard proposed doing a large scale hand draft of the chart Tom
260708 - mapped out, per his notes of our 970225 meeting, ref SDS 9 line 204.
260709 - That sounds like it would work well, because in drafting out the
260710 - organization flow chart, Leonard and his team in Sausalito will have a
260711 - chance to consider the viability of the prior work done on 970225, and
260712 - show any additions or changes that need consideration.
260713 -
260714 - He wants to meet first thing on Monday, i.e., oa 0800, rather wait
260715 - until Tuesday.
260716 -
260717 -      [See follow up meeting with Max reviewing organization chart and
260718 -      RMS information flow on 970320, ref SDS 22 0000.]
260719 -
260720 - I will try to submit a first draft of the scope of services revised
260721 - per discussions with Leonard yesterday and Tom Keesling today.
260722 -
260723 -      [On 970317 meeting with Leonard and Tom to review changes. see
260724 -      ref SDS 20 0000.]
260725 -
260726 -
260727 -
260728 -
2608 -
2609 -
2610 - 1444 called Tom
2611 -
261101 - Left message of above understandings.
261102 -
261103 -
261104 -
2612 -
2613 -